The Lesson of Romeo and Juliet Free Essays

Stephanie Lloyd Ms. Christenson English 9 May 19, 2010 The Lesson of Romeo and Juliet What happens when you are infatuated with a foe of your family? In The Tragedy of Romeo and Juliet this is only the situation. Romeo and Juliet are two adolescents frantically enamored with one another, yet their families are at war. We will compose a custom exposition test on The Lesson of Romeo and Juliet or then again any comparable subject just for you Request Now Both of them take all the dangers to be together and bamboozle their folks over and over. Numerous onlookers of this play say that the exercise of Romeo and Juliet is that kids ought not beguile their folks. This isn't the exercise by any means. The exercise of Romeo and Juliet is that if love is sufficient, you’ll bite the dust for it. In the play, Juliet and her medical attendant do various things to keep Romeo and Juliet together. Romeo has Juliet reveal to her medical caretaker to get him a stepping stool with the goal that he can move over the dividers of the Capulet’s to see Juliet around evening time. Both of them are not hesitant to do anything they need to for them to have the option to see one another. Romeo and Juliet ventured to go to Friar Lawrence and get hitched. Their adoration was solid to the point that they were happy to take the risk of losing everything just to be together, regardless of whether it implied dieing for on another. For instance, in the play the Capulet’s, Juliet’s family and the Montague’s, Romeo’s family are at war. The two families despise one another, yet when Romeo and Juliet begin to look all starry eyed at the medical caretaker does everything to help shroud it. Juliet reveals to her attendant that she is infatuated with Romeo, and the medical caretaker stays quiet about it since she recognizes what might occur if Lady Capulet or Capulet, Juliet’s family discovered. Juliet’s nurture realizes that on the off chance that she is found concealing this mystery that she will be seriously rebuffed. She enables both of them to be together despite the fact that she fears the dangers of doing as such. The medical attendant is a greater amount of Juliet’s mother than Lady Capulet is. This is the principle reason that she helps Juliet to such an extent. The medical caretaker even gets Romeo a stepping stool so he will have the option to move over the dividers of the Capulet’s so he can see Juliet around evening time. She conceals everything from the Capulet’s, discloses to them lies about where Juliet is the point at which she is seeing Romeo, and around evening time when Juliet is conversing with Romeo and Lady Capulet is coming the medical attendant cautions her so both of them wont get captured together. Indeed both of them were misdirecting their folks, yet they were doing it for adoration. They didn't take care of business since they might, it be able to was basically for the love that they had for each other. At the point when you read this play you can feel the feeling through the words Romeo and Juliet express. As another exhibit on how the exercise of this play is â€Å"if love is sufficient you will bite the dust for it†, Romeo and Juliet conflicted with all chances and got hitched. Both of them went to Friar Lawrence and requested that he wed them. They all realized this was incredibly taboo as a result of the war between the families. Minister Lawrence would not like to wed Romeo and Juliet from the start, yet then he felt that perhaps it would end the fight between the two families. Romeo and Juliet, whenever got, could experience been in more difficulty than they had ever envisioned. They faced this challenge since they adored one another and needed to be together no matter what. These two young people did all that they could to be together. The things that they revealed to one another were the most impressive uplifting statements that two individuals could trade. Romeo and Juliet’s love was solid to the point that they were eager to effectively remain together. Directly before both of them had intended to have intercourse to guarantee each other in their marriage, they were gotten. Romeo was expelled from Verona for having relations with Juliet. Capulet then revealed to Juliet that she was to wed a kid named Paris. Juliet was crushed about this and took a stab at everything that she could to get the wedding slowed down with the goal that she would have the opportunity to proceed to discover Romeo. Juliet went to Friar Lawrence to approach him for some exhortation on what she ought to do. He gave her an elixir that would make her rest for 42 hours yet everybody would believe that she was dead. Juliet and Friar concocted the arrangement for Juliet to drink it the night prior to her wedding. The following day when nobody could wake her everybody would feel that she was dead. They would then have a memorial service and Juliet would wake before they covered her and go to discover Romeo. Things turned out badly with the arrangement however. Monk had sent Romeo a letter disclosing to him that Juliet would be alive, however it never got to him. Romeo came back to Verona and discovered Juliet. She had just taken the mixture and Romeo imagined that she was dead. In his eyes, on the off chance that she was dead, at that point he was unable to continue living. Romeo executed himself directly before Juliet woke up from the effects of the mixture. When Juliet woke up and saw that Romeo had murdered himself she was crushed. She had lost the adoration for her life that she had accomplished such a great deal to be with. Juliet murdered herself when she saw Romeo since she realized that she would be with him in paradise. Both of them were at long last together in a spot where nobody could destroy them. On the off chance that affection is sufficient, you’ll kick the bucket for it. This is the genuine exercise of Romeo and Juliet. Juliet and her medical caretaker did all that they could to keep Romeo and Juliet together. The medical caretaker gave Romeo a stepping stool to have the option to see Juliet around evening time. Romeo and Juliet even got hitched behind their families backs. This play shows exactly how solid love can be and how much two individuals can think about each other. Many feel that they have a solid bond with someone else, however a ton of the occasions it ends up being nothing. Romeo and Juliet is an instance of genuine undying adoration for someone else. This play shows everybody what love genuinely is. Its not simply something you state since you can, its something you state since you would not joke about this. On the off chance that you truly love somebody you’ll effectively be with that individual. Is the affection you have with another person sufficiently able to bite the dust for? Step by step instructions to refer to The Lesson of Romeo and Juliet, Papers

Over 30 workers Trapped After Chilean Copper Mine Collapse Research Paper

More than 30 laborers Trapped After Chilean Copper Mine Collapse - Research Paper Example The salvage group needed to bore another pole to get into the diggers. Following, two months of penetrating since the fallen of the mine the salvage group figured out how to get into the caught excavators. Despite the fact that, the conditions were horrendous the diggers did everything they could to stay alive while holding on to be saved. In addition, the legislature gave fluid food like milk to the mines to continue the wellbeing state of every individual. The breakdown of San Esteban mine was sad and troubling for the most part to the influenced families. Therefore, a correspondence configuration must be set up to deliver the issue to people in general and influenced families. The administration of Chile and San Esteban Mining Company needed to channel the data that gets into the world about the fiasco. Whelchel and Dauble show that the organization needs to convey data in two primary manners (2011). This is a direct result of the presence of individuals with contrast jobs in the gathering and the having the crowd as a top priority. Right off the bat, the data ought to be to the families and laborers and besides to the workers and press. Subsequently, conveying data considering these crowds will guarantee the vast majority get the message as the organization and the administration expected. ... Thusly, Whelchel and Dauble demonstrate that the mining organization has the obligation to educate the families regarding the caught laborers about the happenings and procedures occurring to safeguard the caught laborers. The data will help address the potential need of the groups of the mine. The potential need of the representatives while accepting the data is to know the odds of endurance of the caught laborers. All the more so to help follow the records of the laborers caught in the mine and remain in solidarity with the organization chiefs. This will help during the time spent protecting and recognizing of the influenced families. Before conveying the message about the crumbled San Esteban mine, the organization should initially know the quantity of laborers caught and have the rundown of the laborers in the mine. The organization would assemble an extemporaneous board conference to disclose to the inside supervisory group about the catastrophe that has simply occurred and lay p rocedures of saving the caught individuals. This will help in the lucidity of the issues. Durham depicts that before conveying data about the mine mishap the organization has to know the methods of conveying data to the representatives and the influenced families (2011). This will help quiet and console the families and representatives and increment the people groups trust in the organization saving procedure. Since, the breakdown of the mine is a catastrophe that has influenced the nation, the legislature of Chile needs to get the direct data from the mining organization before the data about the mishap is formally discharged to others, The focal point of both the organization and government will be on the activity taken after the discharge data about the mishap. The organization could take

BetterWorks

BetterWorks INTRODUCTIONMartin: Hi, today we are in Palo Alto with BetterWorks. Who are you? And what do you do?Kris: My name is Kris Duggan, I am the CEO and co-founder of BetterWorks. And BetterWorks is enterprise software to help companies set and manage goals and do that at scale. So what that means is if you have a hundred people, if you have a thousand people, if you have ten or fifty thousand people in your company, you would use our software to align and coordinate the entire workforce.Martin: So how did you come up with the idea of BetterWorks?Kris: So I have always been very goal oriented and in many companies that I’ve worked at, I think, we had a very institutionalized disciplined approach to setting goals. And at my last company as CEO it was really important for me to make sure everybody had goals in the company every. It was important that everybody could see everybody’s goals, I wanted to have it very open and collaborative type of approach to working. And I looked for softwa re to actually allow us to do goal setting openly, collaboratively and in kind of a fun and engaging way and I couldn’t find anything and we end up using powerpoint. And so for me, my thinking was: There must be a way to do this better and let me create a company called BetterWorks to do that for companies.Martin: I can imagine that it’s quite hard to align and update it in powerpoint format if you have a bigger company.Kris: Yes, in fact I was speaking with a company recently that has 82,000 knowledge workers. They do goal setting annually today and want to move to a quarterly model but they do 82,000 word documents. And so you can imagine thatâ€" if you don’t have software to facilitate it, automate it, make it easy, make it engaging, it’s going to be very difficult and costly for a large company to go through that process.BUSINESS MODELMartin: Let’s talk about the business model, Kris. What are the type of customer there are currently using BetterWorks, in terms of type of industries and sizes?Kris: So I would say in the beginning we were working with many very high growth, high tech companies here in Silicon Valley. And we’re venture a funded company ourselves, we’re funded by Kleiner Perkins and John Doors on board of directors. So, those were the early kind of customers and that could be like a Lookout Mobile, NerdWallet; companies that have maybe three, four, five hundred people.The company (BetterWorks) now is two years old, we have about 60 people that work in the company, we have an office here Palo Alto and an office in New York and we actually plan to grow to about 150 people next year so we’re going through a high period of growth. And what we found was over the last couple of quarters that we’re not getting a lot of demands from very large enterprises. Many of these are multinationals, some of which are fortune 500 or fortune 1000 kinds companies, headquarter here in North America. But even companies in Europe and globally where they have thousands or ten of thousands of knowledge workers. They have the same problem that you know these high growth companues have, which is how you align the people, how do you coordinate at scale, how do you get people to focus on the right things and how do you do that in a very open and collaborative way so that people can actually see what other people are working on.And interestingly, I think what is driving a lot of growth for our company is that these HR systems, these very traditionally HR systems; Work Days, Success Factors, etc., they are kind of the opposite of open and collaborative; they’re private, nobody can see what other people goals are, it’s not quarterly, its annual and companies are realizing that there must be a better way to do this and they’re coming to us for help.Martin: How did you acquire your first customers, Kris?Kris: So In the early days, it was knocking on doors. At first, rather than selling them BetterWorks, it was more learning how do they do goal selling. And so we talked to many many companies. In fact, I think in my first quarter I talked to almost hundred companies. First of all just to learn, is this a product that we want to build? And is there a market for this product? Because I knew I had the pain with my prior company but I didn’t know anything about HR and performance and goals and software for this area, so I wanted to verify that this was an area that could be commercialized. And by talking to a hundred companies we actually ended up signing ten customers andâ€"Martin: Wow, prior to you developing anything?Kris: Yes, saying, If you have this, we would buy it and if you could work towards getting it deployed we will pay this amount of money. So that what was kind of that the genesis for getting started.One thing that â€"just to add to kinf of my personal experience with this, from a product standpoint what really inspired me wasâ€" at my last company doing the powerpoitn goal setting and it’s bor ing and people hate it and it’s like a painful. And at the same time we were using fitbit in the company and we were doing a fitbit challenge. I saw people using their mobile phone and the app and they’re cheering and they’re taunting each other and some people were walking around the block to get more steps. And I was like how come goal setting in the workplace doesn’t have to be like a Work Day or Success Factor 2.0, if you’re going to reinvent that, it should be much more like fitbit type of experience so that was kind of what inspired the product for us.Martin: And did you go to those one hundred potential clients with mock ups or was it just an idea or some story?Kris: In the early days, it was purely just an idea, like Can you teach me how you’re doing things? And then, as it progressed it was, Can I show you a couple of visual ideas that we have on how we would solve the problem? Then towards the end, we had already started prototyping some real applications. So I think it was a journey over the course of those hundred conversations, because the main thing was that we wanted to make sure that what we developed there was going to be commercial need for it and that we were on the right track.And I think being very interactive and many times I think the customer can’t exactly tell you what the solution should be but they can respond to, How do you feel about this, does this kind of hit the mark? or they say, No actually if it was like this or maybe make these adjustments. So I think it’s always balance between they can’t necessarily express exactly what the outcome should look like but they can give you very quick feedback on if you’re kind of getting close to it.Martin: And out of those 10 potential customers, how much did you actually sign up?Kris: Actually, all 10 of them signed up.Martin: Wow, thats awesome.Kris: Yes, this was two years ago. So now we are working with a couple of hundred customers, many of these are large companies; fortune 500 companies. And we’ve had hundreds of thousands of goals that weve actually used in our system. And users are using this on a daily and weekly basis and we still have that very similar process, which is we have a ton of features that we’re working on right now and we take a very interactive approach where we listen for feedback, we listen for ideas, we go and do some designs and rapid prototyping and then we take those features back to a certain type of user, maybe the executive user or a manager or an individual or maybe even and an administrator of the system and get their feedback on, Are we hitting the right mark?Martin: When we look at the revenue model, Kris, how did you come up with a pricing point?Kris: So our price point is $15 per user per month and then we had some volume discounts as the volume goes up.I guess the way that we looked at it was the value of doing goals in a very efficient, modern, open, collaborative and frequent way. We feel like if you’ re spending a $100,000 a year on an employee or spending $180 a year to make sure they’re working on the right things, that are focused and engaged and they had a sense of purpose and they understand how their work relates to the big picture, we think that there is tremendous value for the customer to take advantage of that.The second thing is we looked at comparative business models of other similar technologies and we saw for example that Work Day which is that a HR system doesn’t do the kind of collaborative goal settings like we do but it’s the kind of in the general area, kind of market that we’re in. And the price point for Work Days is typically $25-40 per users per month. And so for us to say it’s only an incremental investment of $15 for going really deep in this one highly valuable area for the company, it seemed like that was a very compelling kind of price point for our product.Martin: Is there the ability to cancel the contract monthly or is it like an annual basis?Kris: In English you would say month to month.At BetterWorks, most of our agreements are an annual contract, but actually many of our customers are signing multi-year contracts. And they view this as like, this isn’t an optional thing, they have to do goals, they want to be disciplined in this area but they don’t want to use PowerPoint or Word or Excel or very traditional HR systems to do that and so they’re looking at actually deploying this company wide for thousands of users and not just as a test, but actually like, This is how we want to run the company.Martin: Are you providing, besides the software, also some kind of training?Kris: Yeah, we call that customer success and so for customer success we have a whole team there where and these are people from a consulting background, change management or business transformation background. So we had people from Deloitte, we have people from Microsoft Yammer and other areas where they are helping the customer work with th e executive team to take advantage of the technology and working with the managers in the companies to take advantage and working with the program leader to drive the communication around how to roll out what is happening and then looking at best practices, or how to optimize their usage of the system. So, we absolutely invest in this for our larger client.Martin: And in terms of combination of marketing and sales are you only doing direct sales or are you also doing marketing?Kris: I would say that our business model today is mostly direct model. But I could see over time that we’re going to start to build that channel partners and that could be through other boutique services type of company, it could be the large kind of big consulting firms looking at bundling in this capability into some of their chain management practice. And I could see a whole host of complementary technology partners in the HR space where I could see us bundling into those platforms as well.Martin: Cool. You shortly elaborated on a Work Day but in general when you look at the industry what is your competitive advantage?Kris: Yes, I would say quite confidently that we have the best goals product on the planet. Literally. That’s because that is all we do, we love goals. And we spent two years working on it and we’ve completely reinvented how goals can be open, collaborative and where progress can be recorded as you’re actually making progress on your goal, you can support other people’s goals by aligning your goals with them, you can have multiple conributors aligning to goals. It’s basically the deepest goals product on the planet.And what I would say is our long term competitive differentiationâ€"it’s actually in a couple of areas:The number one, we are very focused on engagement and how do you drive engagement around goals. So that means what we measure every day is our daily active usage, our weekly active usage and our monthly active usage to ensure that people are we aving this into how they actually work. And this is a new thing for goal setting. Typically if you have these HR systems, you might interact with your goals once or twice per year and now we’re getting people on average to do that several times per month. So that’s kind of a more than a 10x behavior change in engagement in a very traditional workflow like goals.The second thing I would say is that we are really focused on how do you make goal settingâ€" the process as smart as possible and using even techniques like data science and becoming more data driven to connect goals that appear related, to get recommendations around goals, to basically get as smart as you can around leveraging these data signals. And that has never been done before in this whole field.And the third thing that totally new is connecting all of those different systems of records like Sales Force like Jira or Slack or whatever your day to day system are, connecting that directly to your goals so that you do n’t even have to check in. I just closed the deal with this customer, if Sales Force automatically does that for you then you automatically get credit. Or I just shift this feature in JIRA and then it automatically publishes at BetterWorks.So these are the three major areas that are completely kind of new in the field of goals is engagement, then data science, and then integration.ADVICE TO ENTREPRENEURS FROM KRIS DUGGAN In Palo Alto (CA), we meet CEO and Co-Founder of BetterWorks, Kris Duggan. Kris talks about his story how he came up with the idea and founded BetterWorks, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi, today we are in Palo Alto with BetterWorks. Who are you? And what do you do?Kris: My name is Kris Duggan, I am the CEO and co-founder of BetterWorks. And BetterWorks is enterprise software to help companies set and manage goals and do that at scale. So what that means is if you have a hundred people, if you have a thousand people, if you have ten or fifty thousand people in your company, you would use our software to align and coordinate the entire workforce.Martin: So how did you come up with the idea of BetterWorks?Kris: So I have always been very goal oriented and in many companies that I’ve worked at, I think, we had a very institutionalized disciplined approach to setting goals. And at my last company as CEO it was really important for me to make sure everybody had goals in the company every. It was important that everybody could see everybody’s goals, I wanted to have it very open and collaborative type of approach to working. And I looked for software to actually allow us to do goal setting openly, collaboratively and in kind of a fun and engaging way and I couldn’t find anything and we end up using powerpoint. And so for me, my thinking was: There must be a way to do this better and let me create a company called BetterWorks to do that for companies.Martin: I can imagine that it’s quite hard to align and update it in powerpoint format if you have a bigger company.Kris: Yes, in fact I was speaking with a company recently that has 82,000 knowledge workers. They do goal setting annually today and want to move to a quarterly model but they do 82,000 word documents. And so you can imagine thatâ€" if you don’t have software to facilitate it, automate it, make it easy, make it e ngaging, it’s going to be very difficult and costly for a large company to go through that process.BUSINESS MODELMartin: Let’s talk about the business model, Kris. What are the type of customer there are currently using BetterWorks, in terms of type of industries and sizes?Kris: So I would say in the beginning we were working with many very high growth, high tech companies here in Silicon Valley. And we’re venture a funded company ourselves, we’re funded by Kleiner Perkins and John Doors on board of directors. So, those were the early kind of customers and that could be like a Lookout Mobile, NerdWallet; companies that have maybe three, four, five hundred people.The company (BetterWorks) now is two years old, we have about 60 people that work in the company, we have an office here Palo Alto and an office in New York and we actually plan to grow to about 150 people next year so we’re going through a high period of growth. And what we found was over the last couple of quarte rs that we’re not getting a lot of demands from very large enterprises. Many of these are multinationals, some of which are fortune 500 or fortune 1000 kinds companies, headquarter here in North America. But even companies in Europe and globally where they have thousands or ten of thousands of knowledge workers. They have the same problem that you know these high growth companues have, which is how you align the people, how do you coordinate at scale, how do you get people to focus on the right things and how do you do that in a very open and collaborative way so that people can actually see what other people are working on.And interestingly, I think what is driving a lot of growth for our company is that these HR systems, these very traditionally HR systems; Work Days, Success Factors, etc., they are kind of the opposite of open and collaborative; they’re private, nobody can see what other people goals are, it’s not quarterly, its annual and companies are realizing that there must be a better way to do this and they’re coming to us for help.Martin: How did you acquire your first customers, Kris?Kris: So In the early days, it was knocking on doors. At first, rather than selling them BetterWorks, it was more learning how do they do goal selling. And so we talked to many many companies. In fact, I think in my first quarter I talked to almost hundred companies. First of all just to learn, is this a product that we want to build? And is there a market for this product? Because I knew I had the pain with my prior company but I didn’t know anything about HR and performance and goals and software for this area, so I wanted to verify that this was an area that could be commercialized. And by talking to a hundred companies we actually ended up signing ten customers andâ€"Martin: Wow, prior to you developing anything?Kris: Yes, saying, If you have this, we would buy it and if you could work towards getting it deployed we will pay this amount of money. So that what was kind of that the genesis for getting started.One thing that â€"just to add to kinf of my personal experience with this, from a product standpoint what really inspired me wasâ€" at my last company doing the powerpoitn goal setting and it’s boring and people hate it and it’s like a painful. And at the same time we were using fitbit in the company and we were doing a fitbit challenge. I saw people using their mobile phone and the app and they’re cheering and they’re taunting each other and some people were walking around the block to get more steps. And I was like how come goal setting in the workplace doesn’t have to be like a Work Day or Success Factor 2.0, if you’re going to reinvent that, it should be much more like fitbit type of experience so that was kind of what inspired the product for us.Martin: And did you go to those one hundred potential clients with mock ups or was it just an idea or some story?Kris: In the early days, it was purely just an idea, like Can you teach me how you’re doing things? And then, as it progressed it was, Can I show you a couple of visual ideas that we have on how we would solve the problem? Then towards the end, we had already started prototyping some real applications. So I think it was a journey over the course of those hundred conversations, because the main thing was that we wanted to make sure that what we developed there was going to be commercial need for it and that we were on the right track.And I think being very interactive and many times I think the customer can’t exactly tell you what the solution should be but they can respond to, How do you feel about this, does this kind of hit the mark? or they say, No actually if it was like this or maybe make these adjustments. So I think it’s always balance between they can’t necessarily express exactly what the outcome should look like but they can give you very quick feedback on if you’re kind of getting close to it.Martin: And out of those 10 potential customers, how much did you actually sign up?Kris: Actually, all 10 of them signed up.Martin: Wow, thats awesome.Kris: Yes, this was two years ago. So now we are working with a couple of hundred customers, many of these are large companies; fortune 500 companies. And we’ve had hundreds of thousands of goals that weve actually used in our system. And users are using this on a daily and weekly basis and we still have that very similar process, which is we have a ton of features that we’re working on right now and we take a very interactive approach where we listen for feedback, we listen for ideas, we go and do some designs and rapid prototyping and then we take those features back to a certain type of user, maybe the executive user or a manager or an individual or maybe even and an administrator of the system and get their feedback on, Are we hitting the right mark?Martin: When we look at the revenue model, Kris, how did you come up with a pricing point?Kris: So our price point is $15 per user per month and then we had some volume discounts as the volume goes up.I guess the way that we looked at it was the value of doing goals in a very efficient, modern, open, collaborative and frequent way. We feel like if you’re spending a $100,000 a year on an employee or spending $180 a year to make sure they’re working on the right things, that are focused and engaged and they had a sense of purpose and they understand how their work relates to the big picture, we think that there is tremendous value for the customer to take advantage of that.The second thing is we looked at comparative business models of other similar technologies and we saw for example that Work Day which is that a HR system doesn’t do the kind of collaborative goal settings like we do but it’s the kind of in the general area, kind of market that we’re in. And the price point for Work Days is typically $25-40 per users per month. And so for us to say it’s only an incremental investment of $15 for going really deep in this one highly valuable area for the company, it seemed like that was a very compelling kind of price point for our product.Martin: Is there the ability to cancel the contract monthly or is it like an annual basis?Kris: In English you would say month to month.At BetterWorks, most of our agreements are an annual contract, but actually many of our customers are signing multi-year contracts. And they view this as like, this isn’t an optional thing, they have to do goals, they want to be disciplined in this area but they don’t want to use PowerPoint or Word or Excel or very traditional HR systems to do that and so they’re looking at actually deploying this company wide for thousands of users and not just as a test, but actually like, This is how we want to run the company.Martin: Are you providing, besides the software, also some kind of training?Kris: Yeah, we call that customer success and so for customer success we have a whole team there where and these are people from a consulting background, change management or business transformation background. So we had people from Deloitte, we have people from Microsoft Yammer and other areas where they are helping the customer work with the executive team to take advantage of the technology and working with the managers in the companies to take advantage and working with the program leader to drive the communication around how to roll out what is happening and then looking at best practices, or how to optimize their usage of the system. So, we absolutely invest in this for our larger client.Martin: And in terms of combination of marketing and sales are you only doing direct sales or are you also doing marketing?Kris: I would say that our business model today is mostly direct model. But I could see over time that we’re going to start to build that channel partners and that could be through other boutique services type of company, it could be the large kind of big cons ulting firms looking at bundling in this capability into some of their chain management practice. And I could see a whole host of complementary technology partners in the HR space where I could see us bundling into those platforms as well.Martin: Cool. You shortly elaborated on a Work Day but in general when you look at the industry what is your competitive advantage?Kris: Yes, I would say quite confidently that we have the best goals product on the planet. Literally. That’s because that is all we do, we love goals. And we spent two years working on it and we’ve completely reinvented how goals can be open, collaborative and where progress can be recorded as you’re actually making progress on your goal, you can support other people’s goals by aligning your goals with them, you can have multiple conributors aligning to goals. It’s basically the deepest goals product on the planet.And what I would say is our long term competitive differentiationâ€"it’s actually in a couple of areas:The number one, we are very focused on engagement and how do you drive engagement around goals. So that means what we measure every day is our daily active usage, our weekly active usage and our monthly active usage to ensure that people are weaving this into how they actually work. And this is a new thing for goal setting. Typically if you have these HR systems, you might interact with your goals once or twice per year and now we’re getting people on average to do that several times per month. So that’s kind of a more than a 10x behavior change in engagement in a very traditional workflow like goals.The second thing I would say is that we are really focused on how do you make goal settingâ€" the process as smart as possible and using even techniques like data science and becoming more data driven to connect goals that appear related, to get recommendations around goals, to basically get as smart as you can around leveraging these data signals. And that has never been d one before in this whole field.And the third thing that totally new is connecting all of those different systems of records like Sales Force like Jira or Slack or whatever your day to day system are, connecting that directly to your goals so that you don’t even have to check in. I just closed the deal with this customer, if Sales Force automatically does that for you then you automatically get credit. Or I just shift this feature in JIRA and then it automatically publishes at BetterWorks.So these are the three major areas that are completely kind of new in the field of goals is engagement, then data science, and then integration.ADVICE TO ENTREPRENEURS FROM KRIS DUGGANMartin: Great Kris, imagine a friend of yours comes to you and says, Hey Kris, I want to start with a company. What advice would you give him?Kris: Lots of advice I guess. I guess starting with, you better be pretty passionate about the topic that you’re going to be focused on because you’re probably going to be working on it for five or ten years. So that’s a pretty long commitment, so that’s number one.Number two I think is, solve a problem that you’re intimately familiar with. So is this something that you read about it or is this something that you’ve actually personally experienced? Because I think the best ideas are the ones that come from this personal, kind of empathy and experience around the problem. Very similar to kind of like, I was trying to do this exact same thing at my last company and the software that we created is the software that I wish that I had in my last company.Martin: Be your own customer.Kris: Yes. And hopefully, there’s a market for that and then other people will start to get excited about it. But if you aren’t passionate and you haven’t personally experienced it, I think those are going be very very challenging things.Probably the third piece of advice would be validate idea with as many as people as possible. And there’s a difference here bec ause I see a lot of entrepeneurs that will tell you their idea or tell the people their idea but they’re not really listening for the right queues and they’re telling you everything but they’re not saying, If I had this would you buy it and how much would you pay?’ And On a scale of one to ten how valuable will this be? On a scale of one to ten how much of a priority will this take inside your company? They’re not listening for the right signals to kind of verify their idea they’re more kind of telling you their concepts.Martin: They’re not even asking because it sounds more to me like they’re saying somethingKris: Yes, they’re not listening and they’re not asking. So, being an entrepreneur does not mean being stuck on this one idea and trying to tell as many people as possible. I think being entrepreneur isâ€" to me its kind of like you start pulling out a thread on a sweater And the thread could be it was really difficult to do goal setting, at least for me. L et me see if other people are experiencing thatI think in the case we were fortunate that the original vision for the idea and then ultimately kind of how it came about were quite similar. But it could have actually been that, it turns out that it was this some certain aspect of the idea was totally terrible part of it, but another totally unrelated thing was actually the real discovery. And I’ve see that many many times now, like some of the startups that I’ve worked with is that your original assumptionsâ€"If you start with, ‘it’s going to be this, it’s going look like it’s going to have these features and we’re going to sell this’ versus ‘I’ve got this thread, I want to pull on this thread some more. It seems like people are having a problem with XY and Z, let me brainstorn some various ideas on how to solve that and talk to people and listen’, then you’re going to accelerate your learning and probably realize the answer more quickly and more accurately.Ma rtin: Totally Agree. Thank you so much, Kris, for your time!Kris: Okay.Martin: And next time when you think about starting a company, just listen and validate your assumptions. Maybe you’ll learn faster where to stop or where to invest more. Thank you so much. Great, thank you.Kris: Alright. Good.

The 1893 Lynching by Fire of Henry Smith

Lynchings occurred with regularity in the late 19th century America, and hundreds took place, primarily in the South. Distant newspapers would carry accounts of them, typically  as small items of a few paragraphs. One lynching in Texas in 1893 received far  more attention. It was so brutal, and involved so many otherwise ordinary people, that newspapers carried extensive stories about it, often on the front page. The lynching of Henry Smith, a black laborer in Paris, Texas, on February 1, 1893, was extraordinarily grotesque. Accused of raping and murdering a four-year-old girl, Smith was hunted down by a posse. When returned to town, the local citizens proudly  announced they would burn him alive. That boast was reported in news stories which traveled by telegraph and appeared in newspapers from coast to coast. The killing of Smith was carefully orchestrated. The townspeople constructed a large wooden platform near the center of town. And in view of thousands of spectators, Smith was tortured with hot irons for nearly an hour before being soaked with kerosene and set ablaze. The extreme nature  of Smiths killing, and a  celebratory parade that preceded it received attention which included an extensive front-page account in the New York Times. And the noted anti-lynching journalist Ida B. Wells wrote about the Smith lynching in her landmark book, The Red Record. Never in the history of civilization has any Christian people stooped to such shocking brutality and indescribable barbarism as that which characterized the people of Paris, Texas, and adjacent communities on the first of February, 1893. Photographs of the torture and burning of Smith were taken and were later sold as prints and  postcards. And according to some accounts, his agonized screams were recorded on a primitive graphophone and later played before audiences as images of his killing were projected on a screen. Despite the horror of the incident, and the revulsion felt throughout much of America, reactions to the outrageous event did virtually nothing to stop lynchings. The extra-judicial executions of black Americans continued for decades. And the horrendous spectacle of burning black Americans alive before vengeful crowds also continued. The Killing of Myrtle Vance According to widely circulated newspaper reports, the crime committed by Henry Smith, the murder of four-year-old Myrtle Vance, was particularly violent. The published accounts strongly hinted that the child had been raped and that she had been killed by literally being torn apart. The account published by Ida B. Wells, which was based on reports from local residents, was that Smith had indeed strangled the child to death. But the grisly details were invented by the childs relatives and neighbors. There is little doubt that Smith did murder the child. He had been seen walking with the girl prior to her body being discovered. The childs father, a former town policeman, had reportedly arrested Smith at some earlier point and had beaten him while he was in custody. So Smith, who was rumored to be mentally retarded, may have wanted to get revenge. The day after the murder Smith ate breakfast at his house, with his wife, and then disappeared from town. It was believed he had fled by freight train, and a posse was formed to go find him. The local railroad offered free passage to those searching for Smith. Smith Brought Back to Texas Henry Smith was located at a train station along the Arkansas and Louisiana Railway, about 20 miles from Hope, Arkansas. News was telegraphed that Smith, who was referred to as the ravisher, was captured and would be returned by the civilian posse to Paris, Texas. Along the way back to Paris crowds gathered to see Smith. At one station someone tried to attack him with a knife when he looked out the train window. Smith was reportedly told that he would be tortured and burned to death, and he begged members of the posse to shoot him dead. On February 1, 1893, the New York Times carried a small item on its front page headlined To Be Burned Alive.   The news item read: The negro Henry Smith, who assaulted and murdered four-year-old Myrtle Vance, has been caught and will be brought here tomorrow.He will be burned alive at the scene of his crime tomorrow evening.All the preparations are being made. The Public Spectacle On February 1, 1893, the townspeople of Paris, Texas, assembled in a large crowd  to witness the lynching. An article on the front page of the New York Times the following morning described how the city government cooperated with the bizarre event, even closing the local schools (presumably so the children could attend with the parents): Hundreds of people poured into the city from the adjoining country, and the word passed from lip to lip that the punishment should fit the crime, and that death by fire was the penalty Smith should pay for the most atrocious murder and outrage in Texas history.Curious and sympathizing alike came on trains and wagons, on horse and on foot, to see what was to be done.Whisky shops were closed, and unruly mobs were dispersed. Schools were dismissed by a proclamation from the mayor, and everything was  done in a business-like manner. Newspaper reporters estimated that a crowd of 10,000 had gathered by the time the train carrying Smith arrived in Paris at noon on February 1. A scaffold had been built, about ten feet high, upon which he would be burned in full view of the spectators. Before being taken to the scaffold, Smith was first paraded through the town, according to the account in the New York Times: The negro was placed upon a carnival float, in mockery of a king upon his throne, and followed by the immense crowd, was escorted through the city so that all might see. A tradition at lynchings at which the victim was alleged to have attacked a white woman was to have the womans relatives extract vengeance. The lynching of Henry Smith followed that pattern. Myrtle Vances father, the former town policeman, and other male relatives appeared on the scaffold. Henry Smith was led up the stairs and tied to a post in the middle of the scaffold. The father of Myrtle Vance then tortured Smith with hot irons applied to his skin.   Most of the newspaper descriptions of the scene are disturbing. But a Texas newspaper, the Fort Worth Gazette, printed an account that seems to have been crafted to excite the readers and make them feel as if they were part of a sporting event. Particular phrases were rendered in capital letters, and the description of the torture of Smith is gruesome and ghastly. Text from the front page of the Fort Worth Gazette of February 2, 1893, describing the scene on the scaffold as Vance tortured Smith; the capitalization has been preserved: A tinners furnace was brought on with IRONS HEATED WHITE.Taking one, Vance thrust it under first one and then the other side of his victims feet, who, helpless, writhed as the flesh SCARRED AND PEELED  from the bones.Slowly, inch by inch, up his legs the iron was drawn and redrawn, only the nervous jerky twist of the muscles showing the agony being induced. When his body was reached and the iron was pressed to the most tender part of his body he broke silence for the first time and a prolonged SCREAM OF AGONY rent the air.Slowly, across and around the body, slowly upward traced the irons. The withered scarred flesh marked the progress of the awful punishmen. By turns Smith screamed, prayed, begged and cursed his tormentors. When his face was reached HIS TONGUE WAS SILENCED by fire and thenceforth he only moaned or gave a cry that echoed over the prairie like the wail of a wild animal.Then his EYES WERE PUT OUT, not a finger breath of his body being unscathed. His executioners gave way. They were Vance, his brother-in-law, and Vances song, a boy of 15 years of age. When they gave over punishing Smith they left the platform. After the prolonged torture, Smith was still alive. His body was then soaked with kerosene and he was set on fire. According to the newspaper reports, the flames burned through the heavy ropes that bound him. Free from the ropes, he fell to the platform and began to roll about while engulfed in flames. A front-page item in the New York Evening World detailed the shocking event that happened next: To the surprise of all he pulled himself up by the railing of the scaffold, stood up, passed his hand over his face, and then jumped from the scaffold and rolled out of the fire below. Men on the ground thrust him into the burning mass again, and life became extinct. Smith finally died and his body continued to burn. Spectators then picked through his charred remains, grabbing pieces as souvenirs. Impact of the Burning of Henry Smith What was done to Henry Smith shocked many Americans who read about it in their newspapers. But the perpetrators of the lynching, which of course included men who were readily identified, were never punished. The governor of Texas wrote a letter expressing some mild condemnation of the event. And that was the extent of any official action in the matter. A number of newspapers in the South published editorials essentially defending the citizens of Paris, Texas. For Ida B. Wells, the lynching of Smith was one of many such cases she would investigate and write about. Later in 1893, she embarked on a lecture tour in Britain, and the horror of the Smith lynching, and the way it had been widely reported, no doubt gave credibility to her cause. Her detractors, especially in the American South, accused her of making up lurid stories of lynchings. But the way Henry Smith was tortured and burned alive couldnt be avoided. Despite the revulsion many Americans felt over their fellow citizens burning a black man alive before a large crowd, lynching continued for decades in America. And its worth noting that Henry Smith was hardly the first lynching victim to be burned alive. The headline on the top of the front page of the New York Times on February 2, 1893, was Another Negro Burned. Research in archival copies of the New York Times shows that other blacks were burned alive, some as late as 1919. What happened in Paris, Texas, in 1893 has largely been forgotten. But it fits a pattern of injustice shown to black Americans throughout the 19th century, from the days of slavery to the broken promises following the Civil War, to the collapse of Reconstruction, to the legalization of Jim Crow in the Supreme Court case of Plessy v. Ferguson. Sources Burned at the Stake: A Black Man Pays for a Towns Outrage.ANOTHER NEGRO BURNED; HENRY SMITH DIES AT THE STAKE.The Evening World. (New York, N.Y.) 1887-1931, February 02, 1893.Fort Worth Gazette. (Fort Worth, Tex.) 1891-1898, February 02, 1893.

Learning Classical Conditioning - 1132 Words

Learning Learning is more than a person sitting at a desk and studying off a book. Everything that we do is a result of what we have learned. We respond to things that happen to us, we act and experience consequences from our behavior, and we observe what others say and do. Psychologists explain our many experiences with basic learning processes. Learning is a relatively permanent change in behavior that occurs through experience (Santrock, p.146). By learning how to use a computer you will change from being someone who could not operate a computer to being one who can. Learning anything new involves change. You learned how to use a computer through experience with the machine. Once you have learned to use a computer, the†¦show more content†¦He keeps nagging. Finally you get tired of the nagging and clean out the garage. Your response removed the unpleasant stimulus. Whereas punishment refers to a consequence that decreases the likelihood a behavior will occur (Santrock, p.161). In positive punishment, a behavior decreases when it is followed by an unpleasant stimulus (Santrock, p.162). Many people associate this by yelling at children or beating them. Positive punishment is often not a good idea. In negative punishment, a behavior decreases when a positive stimulus is removed from it (Santrock, p.162). Time-out is a form of negative punishment in which a child is removed from a positive reinforcement. Observational learning, also called imitation or modeling, is learning that occurs when a person observes and imitates someone s behavior (Santrock, p.165). Albert Bandura described four main processes: attention, retention, motor reproduction, and reinforcement. Before people can reproduce a model s actions, they must attend to what the model is saying or doing. To reproduce an action, you must retain the information and keep it in memory so that it can be retrieved. 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Occurrence Of Dental Caries Health And Social Care Essay Free Essays

The recent diminution in the happening of dental cavities has brought a alteration in distribution of the cavities job in many populations. At present bulk are particularly kids and striplings, have no or merely a few cavitated lesions, while for a few the cavities experience still remains comparatively high.1,6 Clinical variables, particularly past cavities experience, have been confirmed as the most important forecasters of future cavities development. We will write a custom essay sample on Occurrence Of Dental Caries Health And Social Care Essay or any similar topic only for you Order Now The position of the most late erupted or open surface is the most appropriate step of past cavities experience. Sociodemographic variables are most of import to anticipation theoretical accounts for immature kids and older grownups. Microbial degrees are included in the most accurate anticipation models.2 Cavities risk appraisal is an of import portion of preventative dental medicine since cavities is preventable, early designation of relevant factors impacting populations that may increase the hazard of cavities is of import. Appraisal of single aetiologic factors for bing carious lesions is a requirement for future cavities risk.3 Repeated finding of the caries-risk allows an rating of the success or the demand for alteration of preventative steps. Indications of an increased caries-risk in specific population in community preventative programmes will let choice of an single preventative programme in order to understate the development of carious lesions.4 Multifactorial appraisal of cavities hazard: Dental cavities is a multifactorial disease in which there is interplay of four chief factors: The host ( saliva and dentitions ) , The microbic vegetation ( plaque A ; micro-organisms ) The substrate ( diet ) and The time.4 The hazard of dental cavities can be evaluated by analyzing and incorporating several causative factors. In day-to-day pattern the caries-risk is determined in order to measure the single patient ‘s hazard, to place the chief causative factors and to urge specific preventative steps for single needs.4 Cariogram aa‚ ¬ † A multifactorial appraisal tool: The Cariogram is a cavities hazard forecaster theoretical account that has been developed to depict and cipher the single cavities risk profile. It was developed in 1996 by Bratthall as educational theoretical account, taking at exemplifying the multifactorial background of dental cavities in a simple way.5 The chief intent of the Cariogram is to show the cavities risk diagrammatically, expressed as the Chance to avoid new cavities in the close hereafter. It besides illustrates to what extent assorted factors affect the Chance. And besides to promote preventative steps before new pits could develop.5 The five sectors of the cariogram: The Cariogram, a pie circle-diagram, is divided into five sectors, in the undermentioned colors: green, dark blue, ruddy, light blue and xanthous bespeaking the different groups of factors related to dental cavities. An account of each sector is as follows. The green sector shows an appraisal of the Actual opportunity to avoid new pits. The green sector is what is left when the other factors have taken their portion. The dark blue sector Diet is based on a combination of diet contents and diet frequence. The ruddy sector Bacteria is based on a combination of sum of plaque and mutans streptococci. The light blue sector Susceptibility is based on a combination of fluoride plan, saliva secernment and spit buffer capacity. The yellow sector Circumstances is based on a combination of past cavities experience and related diseases. 7 5 Factors assessed by cariogram: The Cariogram plan with a constitutional algorithm, evaluates the cavities risk profile of an person. Nine factors of relevancy to cavities are entered into the plan and given a mark harmonizing to predetermined graduated tables for each factor. Cavities experience: Clinical scrutiny of figure of rotten, filled and losing dentitions should be recorded. The cavities prevalence is an of import factor as it illustrates how the balance between opposition factors and cavities bring oning factors has been in the yesteryear. If the cavities prevalence is high, it means that the patient has been susceptible to the disease during a past period of clip. Related general diseases: Several general diseases, conditions can straight or indirectly act upon the cavities procedure, either through impacting saliva formation and composing, through a caries-inducing dietetic form or through medical specialties. Diseases or conditions in early childhood may hold influenced the formation of the enamel. For illustration: Autoimmune diseases, like Sjogren ‘s syndrome Intake of medical specialties Radiation towards the head-neck part Disabilities should be taken into consideration. Because of hapless eye-sight may impact right unwritten hygiene steps. They have troubles in cleaning their dentitions decently. Diet contents: Diet plays a cardinal function in the development of dental cavities, and there is a correlativity between ingestion of fermentable saccharides and cavities. Fermentable saccharides include dietetic sugars chiefly sucrose, glucose, fructose and cooked starches, which can be broken down quickly by salivary amylase to fermentable sugars. A high lactobacillus count will bespeak high saccharide ingestion. Diet frequence: Frequency of consumption of fermentable saccharides is one of the cardinal factors in the appraisal of cavities hazard. 24 hr callback diet history is recorded for frequence of meal consumption. Plaque sum: Plaque is the direct and of import aetiologic factor for cavities as it harbours micro-organisms. Plaque Index harmonizing to Silness A ; Loe ( 1964 ) was used to gauge the plaque sum. Scoring standards for Silnesss A ; Loe plaque index. PI 0= No plaque PI 1= A movie of plaque adhering to the free gingival border and next country of the tooth. The plaque may be seen in situ merely after application of unwraping solution or by utilizing the investigation on the tooth surface. PI 2= Moderate accretion of soft sedimentations within the gingival pocket or on the tooth and gingival border which can be seen with the bare oculus. PI 3= Abundance of soft affair within the gingival pocket and/or on the tooth and gingival border. Mutans streptococcuss: Streptococcus mutans considered to play active function in the development of cavities, particularly in the early phases of the lesion formation. Mutans streptococcus are acidogenic and acidophilic bacteriums that they can bring forth acids which can fade out the tooth substance and that they can last and even in a low pH environment. They can besides bring forth extracellular glucans, which helps them to adhere to the tooth surfaces. Fluoride programme: Fluoride is a really strong factor bring oning opposition to cavities and of importance for remineralisation of early cavities lesions. The relevant information on fluorides has to be obtained by patient interviews. Amount spit secreted: Appraisal of the saliva flow rate is done. The sum and the quality of the spit is recorded. Medication, radiation therapy to caput and cervix that affect the salivary secretory organs, salivary rocks, anorexia nervosa, autoimmune diseases and diabetes mellitus are illustrations of grounds for the low secernment rate. In mensurating saliva flow rate, either unstimulated or stimulated saliva secernment is chosen. Saliva buffer capacity: The spit has several of import protective maps, both for dentition and for unwritten mucosal surfaces. Its clearance of nutrient dust, sugars and acids from the unwritten pit is of import for cavities protection. Saliva buffer system seek to maintain pH near to impersonal. Buffer capacity is of import spits factor that is measured. Clinical opinion: The entire feeling of the cavities state of affairs, including societal factors, gives a positive position, more positive than what the Cariogram seems to bespeak. The tester would wish to do the green sector bigger or smaller to better or diminish the Chance to avoid cavities sector for the patient.5 Estimating cavities hazard utilizing cariogram: When all the information associating to the factors was estimated, including consequences of the spit trials, the relevant information was entered into the Cariogram computing machine plan to cipher the cavities hazard. Cariogram assesses the hazard of future cavities activity and expresses the consequence as the opportunity of avoiding cavities. The opportunity varies on a graduated table from 0 to 100 % . A 0 % opportunity of avoiding cavities means that lesions will decidedly happen over clip ( high cavities hazard ) . And 100 % opportunity of avoiding cavities means that there is no hazard of future cavities activity ( low cavities hazard ) . 8 Decision: Cariogram theoretical account can be able to place the caries-related factors that could be the grounds for the hereafter cavities hazard anticipation, and hence assist the tooth doctor to be after appropriate preventative measures.9 This caries-risk appraisal should be repeated on a regular basis as an assistance in the preventative and non-operative direction of the cavities disease.6 Cavities hazard can be estimated in particular attention kids, disabled, bedfast patients and appropriate cavities preventative actions can be initiated. How to cite Occurrence Of Dental Caries Health And Social Care Essay, Essay examples

The American electoral process is a complicated pr Essay Example For Students

The American electoral process is a complicated pr Essay ocess by means of which the electorate chooses those men and women who will represent their interests on the local, state and national levels. Of course, this is an oversimplification of the electoral process, which is influenced by a number of different factors having little to do with the voice of the people. Among those influences are the reaction of the mass media to any particular issue or candidate, the ability of that candidate to articulate his or her message in a con-vincing manner, the relative abilities of those public relations and other professionals employed to create a politicians public image or persona (and to generate media interest in the candidate), and the various organised interest groups that use a combination of money and the voting tendencies of their members to shape the outcome of both the electoral process itself and the subsequent actions of elected officials. Though each of these external influences have a significant impact upon both the electoral and l egislative processes, this paper will focus on Political Action Committees, the contemporary name given to those groups characterised as organised interests.This paper will examine the very crucial role of PACs in the American political system which Hedrick Smith has examined in depth in his book The Power Game. This paper will also look in some depth at the history of the Political Action Committee (PAC), the nature of its membership and role in the electoral and legisla-tive processes, the type of actions that PACs are in-volved in, the effects of PACs, and the return on PAC investment to the interest groups they encompass. It is the thesis of this paper that the influence of the contemporary PAC is enormous, and that an analysis of the financial contributions made in recent years by PACs to specific candidates and elected Senators and Congressman will, when compared to the voting patterns of those officials, demonstrate the inherent power of the PAC in shaping national political policy. We will write a custom essay on The American electoral process is a complicated pr specifically for you for only $16.38 $13.9/page Order now History of the Political Action CommitteeThe American penchant for joining groups was ob-served long ago by the French chronicler Alexis de Toqueville, who wrote in 1825 that Americans of all ages, conditions, and minds, daily acquire a taste for association and grow accustomed to the use of it. By 1988, 70.5 percent of the American population belonged to at least one organisation; among the most popular organisations supported by American citizens are church-affiliated groups, sports groups, labour unions, professional or academic societies, fraternal groups, social service or charitable societies, school frater-nities and sororities, and political clubs.Not all of these groups, of course, seek to influence congres-sional policy making, but each group and every individ-ual has a right to do so. The First Amendment protects the right of the people to petition the government for a redress of grievances, and throughout American his-tory groups speaking on behalf of the different subset s of the people have swayed public policies and poli-tics. Such groups included the Abolitionists of the 19th century, the Anti-Saloon League in its crusade for Prohibition, the antiwar and environmental movements of the 1960s and 1970s, and the balanced budget, equal rights and nuclear freeze movements of the 1980s. A free society actively nurtures such groups and regards them as le-gitimate efforts on the part of the public to influence the political agenda. Until recent years, national policy making was dominated by a few well-organised, well-financed groups: labour, business, and medical interests. The current era, however, has seen a virtual explosion of more narrowly based groups that focus their energies, and their funds, on single interests, such as gun control and abortion. While these and other interest groups have influ-enced congressional decisions literally since the be-ginning of the countrys history, lobbying methods have become increasingly more sophisticated, varied , polished and subtle. Significantly, the move from limited to big government has tended to reinforce the mutual dependence of legislators and lobbyists; PACs turn to Congress as a focal point for being heard and establishing a policy position, while Congressmen and Senators rely upon these groups to provide valuable constituency, technical and political information, to give re-election support, and to assist strategically in passing or blocking legislation addressing areas of