Teaching With Affection Teacher Student Relationship Education Essay

The affectional sphere and the emotional factors that influence in the learning procedure of a pupil have been of involvement in the field of linguistic communication instruction for a figure of old ages. However, the focal point of this research is how learning with fondness by portion of instructors can bring forth a positive impact in the studentA?s larning procedure. Several pieces of research have demonstrated that learning with fondness has a positive impact on the studentA?s larning procedure. In fact the affectional relationship between the kid and the instructor has an huge impact for promoting the childrenA?s societal version and rational success at school. These thoughts are non new because a figure of research workers have stated learning with fondness encourages a positive development in the pupils through high degrees of heat and communicating. The end of this research paper is depicting how a methodological analysis based on learning with fondness can hold a positive impact in the studentA?s larning procedure in a 2nd linguistic communication. With the purpose of bash this, the research is traveling to specify what fondness and learning with fondness is, and is traveling to distinguish it from other methodological analysiss. Peoples who believed in this new methodological analysis as portion of the instruction procedure are precursors of a teaching method based on love ; hence, they need to be named as they finds and chief decisions. Internal as external factors are presented in scholars and it is indispensable have knowledge of them in order to avoid the negatives and increase the positives. Therefore, the teacher-student relationship can be understood in a better manner every bit good as the several advantages as for pupils as instructors within the school and household context. The usage of love and fondness through act ivities that are concerned in the affectional side of scholars alternatively the cognitive ; and the individual alternatively of the subject are cardinal for the pupil ‘s larning procedure in a 2nd linguistic communication. Teaching is non an easy work ; it demands clip, forbearance, attempt, and cognition. But, even though some instructors have all these constituents they do non obtain good consequences with their pupils. It was this issue that caught my attending and interested me for look intoing in a elaborate manner. It was in this manner that seeking information added to my old cognition I found the fondness given by instructors is important in the studentA?s larning procedure. The affectional relationship between person who is in charge of another has a positive impact in his/her societal and personal development. In this instance the relationship would be between the instructor in charge of the category and the pupil ; hence, such relationship would be like a parent and a kid. This connexion is rather similar to the instance of a female parent and her newborn babe. If the babe receives adequate love and fondness he will turn up healthier, he will be able to accommodate to different contexts in a better manner, and he will hold a good physical, societal, personal, and cognitive development in his life. In contrast, if this babe does non have fondness he will non hold the footing for a good development which will trip many disadvantages for his life, for that ground Ainsworth, Bowlby, Cassidy, Weinfield, Sroufe, Egeland ( 1969/1999 ) quoted by Maldonado ( 2006 ) , stated: The affectional relationship theoretical account established between the kid and the defender in a household context will go the footing of his or her socialisation procedure and the manner he or she adapts in other contexts ( for illustration, school ) ( p.2 ) Through this illustration it is possible to associate the affectional relationship between a instructor and a pupil because the fondness given by a instructor can do large alterations in the life of a kid as in the academic success as in his/her full life. Nevertheless most of the times are mentioned constructs like affectional relationship, learning with fondness, affectional interaction, but what affect means. The term affect has to make with facets of our emotional being ( Arnold, 1999 ) and in our currant yearss it can be considered as facets of emotion, feeling, attitude, and temper. Therefore, the map in which the affective sphere is portion in the acquisition procedure is cardinal for making a holistic manner to learn. Cognition used to be the most of import point for acquisition ; but today the combination of knowledge and fondness has increased the possibility of an integrative attack that is non merely concerned about head, but bosom excessively. Ernest Hilgard ( 1963 ) rec ognized acquisition and knowledge specializer states the demand for an integrative attack: â€Å" strictly cognitive theories of acquisition will be rejected unless a function is assigned to affectivity † . As a effect today we can see the knowledge and the fondness as an integrative system, where the combination of both can better the studentA?s behaviour from a comprehensive apprehension of the individual. Besides it creates a better method for larning a 2nd linguistic communication where the interaction between the instructor and the pupil is the indispensable. Interest in affectional factors, and learning through fondness is non something new. Several research workers and authors have investigated about these subjects with the purpose of bettering the manner how instructors teach. Within the most accepted research workers it is possible to call the parts of Pestalozzi, Lozanov, Montessori, Sutherland Neil, Moskowitz and many others. Although some of them did non specifically advert the fondness as a manner to learn in their Hagiographas they implicitly did. One of the precursors of this conceptualisation was Johan Pestalozzi who believed kids needed an emotionally unafraid environment and the schoolroom in bend should be like a household ; hence the classroom must possess the ambiance of a loving household. Another research worker involved in the educational issues and it had a similar overview was Alexander Sutherland Neil who stated that kids must be happy and free ; they must have attention and love for accomplishing self-government and critical thought. MoskowitzA?s thoughts of using humanistic activities with the pupils with the purpose of larning a 2nd linguistic communication were another advanced system for learning in the 20th century. Through the usage of humanistic activities she stated it is possible interrupting the ice and acquiring the pupils speaking about themselves. Such activities are cardinal for pupils who are larning a 2nd linguistic communication due to they experience motivated for pass oning something that truly affairs to them. Those ideas were revolutionists, but at the same clip they were non good seen by everybody. In malice of this, those thoughts for bettering instruction through the affectional and societal development of the pupils had come to new coevalss of instructors. The linguistic communication acquisition is really influenced by some internal factors of scholars which can further or avoid the procedure. Krashen ( 1981 ) established a theory of 2nd linguistic communication acquisition composed by five chief hypotheses. The 5th hypothesis is related to the affectional filter presented when we get a 2nd linguistic communication. He stated pupils with motive, self-esteem, and low degrees of anxiousness are much more likely to be successful in their procedure of geting a 2nd linguistic communication. On the contrary, if pupils have low degree of motive and self-pride and high degree of anxiousness will non be able to come on of course in their 2nd linguistic communication procedure. KrashenA?s hypothesis reaffirms that there are some factors that enable or perplex the possibility scholars get the linguistic communication. One of the most normally and influential factor is motive ; which can be intrinsic and extrinsic that will depend on where comes from. Intrinsic motive that comes from the scholar is important for the development of a 2nd linguistic communication because if you do non experience motivated for making something you are non traveling to make that. The extrinsic motive that comes from external factors appears as a consequence the desire of acquiring a wages or avoiding a penalty. Even though both types of motive are indispensable for prosecuting the pupils in the development of a 2nd linguistic communication, and both are complementary it seems the intrinsic motive is more meaningful for scholars. Chomsky ( 1998 ) quoted by Arnold ( 1999 ) conveyed this issue through this manner â€Å" The truth of the affair is that approximately 99 per centum of instruction is acquiring pupils interested in the stuff † ( p. 30 ) . This duality between intrinsic and extrinsic motive can complement to each other because if there is involvement for acquiring a good grade or winning something ; possibly the pupil is travelin g to be interested in larning more because he/she realizes is good making that. Therefore, from an external motive an internal motive arises. Another factor that negatively affects the learning procedure of a pupil in a 2nd linguistic communication is the anxiousness. The anxiousness is one of the affectional factors that hinder and damage the relationship between the scholar and the procedure of larning a 2nd linguistic communication. This factor is related to pessimistic feelings such as defeat, insecurity, fright, and tenseness which become dulled the teaching-learning procedure. It is non truly clear why this negative factor appears, but in the acquisition of foreign linguistic communications and 2nd languages the anxiousness is one of the factors that provoke more jobs with the pupils. Some research workers believe anxiousness emerges after a individual has been ridiculed by stating something incorrect, for case. Another possibility is the anxiousness comes from the childhood of a pupil ; hence, in that instance the scholar has a rejection for something that took topographic point in the yesteryear. In order to cut do wn the anxiousness instructors can do large attempts for diminishing the high degrees of anxiousness through love and fondness. The teacher-student relationship is cardinal in this facet because they can make environments that make pupils experience comfy in the category. Teachers can advance the self-esteem and assurance of the pupils with high degrees of anxiousness and supplying them chances for take parting in the category. Furthermore, instructors must cut down the competition within the category, they must promote their pupils through the relaxation, laugh, and merriment, and eventually they must advance pupils use positive phrases and larn to believe in themselves ( Arnold, 1999 ) . If instructors follow these straightforward procedures they can do a immense alteration at the minute their pupils face the learning procedure of a 2nd linguistic communication. Although, the involvement for look intoing the affectional relationship is non wholly new, in recent old ages research workers have been concerned in a peculiar type of affectional relationship: the teacher-student affectional relationship. Sundry of surveies have agreed the passage from the household context to the school context concentrating on the elements the kids learn and assimilate from their early relationship theoretical accounts with their basic attention givers, and the transference of these elements to relationships with others ( i.e. their equals ) in a non-familiar context ( Elicker, Englund & A ; Sroufe, 1992 ; Bryant & A ; DeMorris, 1992 ; Dodge, Pettit & A ; Bates, 1994 ) . The function of the instructors in the school in non simply rate the studentA?s public presentation, command the subject, and to be concerned of learning the contents. Teachers besides are disquieted of the personal jobs of the pupils, their demands, and give them love and care when they require it. Therefore, instructors assume the utility function of a female parent, a male parent or a attention giving figure. The positive passage from the household context to school context will depend on the societal and affectional interaction between the kid and his/her instructor. In the first old ages and with the changeless interaction among the kid and his/her parents the kid learns a assortment of accomplishments, outlooks and motives that she/he will convey to other people. These people in the hereafter will be her/his instructors ; the most close people in the school. Pianta et. al accomplished a research in which they discovered a connexion in the security provided by the teacher-student bond and the mother-child bond, so if be a good relationship between the female parent and her kid it will hold a satisfactory fond regard between the instructor and the pupil. The first theoretical accounts kids have in their childhood can forestall negative factors such as unequal behaviour and jobs related to the societal version and success at school. Warmth and fondness occur in the context of day-to-day modus operandis, activities and interactions at the schoolroom. These qualities must be reiterated by portion of instructors due to the thought is pupils experience engaged with what they are larning. Therefore, if they see warmth and fondness in some instances and in other state of affairss they see their instructor is out of control they are non traveling to experience secure for holding a good relationship with their instructor. If there is an emotional environment and instructors willing for working with their pupils and sing their affectional side, non merely the cognitive 1 it can happen tremendous alterations with respect to the studentA?s behaviour and the academic development of them. Harmonizing to Twardosz ( 2005 ) Warmth and fondness contribute to procure relationships between kids and grownups ; supply theoretical accounts of positive, soft behaviour ; are linked with kids ‘s ability to interact positively with equals ; and can assist incorporate withdrawn kids and kids with disablements into the equal group. ( p.2 ) As a consequence learning with fondness provides several advantages for scholars sing their personal and societal development and at the same time contributes to a better relationship between the scholar and her/his instructor. At the minute to larn a 2nd linguistic communication pupils seem to hold some frights which interfere with the development of larning the mark linguistic communication. Factors that were seen before similar deficiency of motive and anxiousness may arouse a distant relationship between the pupils and the 2nd linguistic communication. As instructors do non desire a cold fond regard they must be sensitive and emotional with the procedure to learn a 2nd linguistic communication. A linguistic communication which is non the studentA?s female parent lingua can ensue hard at the beginning, particularly if scholars have had to confront a traumatic experience. ( e.g. , schoolmates ‘ gags ) . Therefore emerged an attack focused in group kineticss with the intent to better the teaching-learning procedure in foreign linguistic communications. Kurt Lewin ( 1945 ) who was coined the term group kineticss to depict the positive and negative forces within groups of people. After this, he was foc used on how group kineticss could be applied to existent universe and societal issues. The theory of group contributes to the apprehension of what happens in the schoolroom and it is potentially fruitful for the linguistic communication learning profession. Teachers who are involved with their pupils and truly desire to advance the teaching-learning procedure of a 2nd linguistic communication should be focused in the group kineticss due to they promote the studentA?s liberty and motive for larning a 2nd linguistic communication. Furthermore, they improve the deficiency of subject among the pupils. This attack is concerned chiefly in what occurs between people and how that affects what goes on inside them. It is recommended instructors who are in charge of a category dedicate clip to their pupils and the group ‘s procedures. Besides, they should utilize warm up activities with the purpose to interrupt the ice at the beginning of a class with pupils who do non cognize to each other. Furthermore, it is of import to advance the relationship among the pupils which will better the schoolroom interaction. This can be accomplished by a assortment of activities through brace and group work ; nevertheless, it is indispensable to set up some norms and regulations agreed antecedently by the pupils. Working with group kineticss have a figure of advantages as pupils as instructors. Therefore, this attack can be successfully used for learning foreign linguistic communications because of the security pupils feel at the minute to larn something new, the different parts they can do as a group of work, and the control of the category instructors can hold when they are in forepart of the category. Harmonizing to all the informations presented it seems the Pedagogy based on love has all the elements required for the betterment on studentA?s larning procedure in a 2nd linguistic communication. Lozanov set up pupils must larn in an emotional and unafraid environment from which they will in the hereafter develop their liberty. This construct is based on the development of the Suggestopedia method, one of his most of import plants. This learning method is a sort of release system where scholars feel free, relax, secure and without force per unit area to larn the mark linguistic communication. It is therefore the method is concerned chiefly in the individual, non in the content. The application of this method benefits the teaching-learning procedure every bit good as green goodss advantages in wellness and societal relationships. Lozanov and Gateva ( 1988 ) â€Å" sets up a secure environment, waits until independent behaviour begins to attest itself, and so gently nudges the schol ar into making thing entirely † ( p.216 ) . This overview tries to demo us instructors foremost should supply a comfy and unafraid environment because so pupils will be able to be independent. We can non anticipate at the beginning pupils work entirely ; hence instructors provide the footing and at that clip scholars build their cognition by themselves. The usage of a methodological analysis based on love and fondness seems harmonizing to all the information declared antecedently has a positive impact in studentA?s larning procedure in a 2nd linguistic communication. The emotional sphere takes an of import function and prevails on the cognitive sphere at the minute of acquisition ; this learning theoretical account centered in the pupils and in the environment has contributed in plentifulness at the holistic development of the scholars. The late execution and application of humanistic activities has revealed such activities supply a assortment of advantages for the pupils every bit good as the instructors. Therefore, the benefits of utilizing this sort of tool enrich both participants ; if instructors feel comfy and pleased of working in this manner they will convey this feeling to the pupils and the pupils will be willing and enthusiastic to join forces and larn. But what humanistic activities are? Moskowitz ( 1978 ) states â€Å" humanistic activities are learning linguistic communications techniques that can hold a profound consequence on the lives and personal growing of both pupils and instructors likewise, due to the peculiar ingredients they contain † . Such activities promote pupils take part in the category and larn about the remainder of their schoolmates in an optimistic mode. Surveies have demonstrated the usage of humanistic activities are valuable for learning foreign and 2nd linguistic communications due to they assist to better studentA?s behaviour, temper, and they make categories more gratifying and actuating for scholars. This state of affairs allows pupils experience relaxed and secure for larning another linguistic communication different to their female parent lingua. Harmonizing to Moskowitz ( 1978 ) quoted by Arnold ( 1999 ) : Humanist exercisings trade with heightening self-esteem, going aware of oneA?s strengths, seeing the good in others, deriving penetrations into oneself, developing closer and more hearty relationships, going witting of oneA?s feelings and values and holding a positive mentality on life. ( p.178 ) That is activities concerned in the pupil ‘s growing and in their meaningful acquisition assist them increase their self-esteem and in that manner pupils improve their academic and societal development. As a consequence of this practicum they will acquire better Markss and they will appreciate more their schoolmates, instructors, and the environment that surround them. The application of activities based on fondness inside the schoolroom it is non simply concerned in learning that facet, but fondness is combined with the contents in the appropriate minutes. This will trip pupils experience better with themselves and others, and therefore they will accomplish their ends. The relationship between the usage of humanistic activities and the procedure of larning a 2nd linguistic communication can turn really attractive if instructors learn how to pull off it. Alternatively of supplying contents that are non meaningful and relevant for the pupils instructors can seek scholars speak a bout themselves ( e.g, their experiences, ideas, dreams, feelings, values, aspirations, etc. ) . Consequently they will hold a positive image of larning a 2nd linguistic communication which entails learn about themselves and the remainder of their schoolmates utilizing the mark linguistic communication. Students will experience safe because they merely will speak about them. Some activities that Moskowitz proposes are the undermentioned: working in groups and they tell to others what things they think would do happy to the other schoolmates, besides it possible pupils in groups write in a piece of paper two qualities that they values of each of their schoolmates, so they have to read them aloud. Simple and easy activities can do a immense alteration in the pupil ‘s life and in the pupils ‘ larning procedure particularly when they learn a 2nd linguistic communication. Mozkowitz ‘ surveies corroborate the usage of humanistic activities in 2nd linguistic communication categories contribute helpfully to scholars ‘ behaviour and the fond regard with the mark linguistic communication. Teaching with fondness is a subject that combines learning what learners academically need to cognize, but at the same clip it provides them tools that will be presented the remainder of their life. A Pedagogy based on love and fondness has several advantages for the pupils as it has been reflected in this research ; learning with fondness aid to better pupil ‘s behaviour, temper and societal interaction ; it creates a peacefully and gratifying environment in which instructor and pupils feel comfy for the development of larning a 2nd linguistic communication. However, the chief intent instructors have for doing usage of this attack is pupils can increase their self-esteem and motive and they will be able to cognize more about people who is near to them in the schoolroom context like their schoolmates and instructors. The positive impact of working with the emotional sphere is important in the first ages of kids due to in that period they have the passage from their household context to the school context. Therefore, the instructor in charge of the category and the individual responsible of the pupils has a important function because he/she must supply fondness to his/her p upils for doing them experience safe and relaxed in the schoolroom. Although, this subject is relevant and meaningful for pedagogues has non been investigated in deepness and there is still a deficiency of resources sing the country. For future probes with respect to the teacher-student relationship and the usage of love and fondness as manner to learn I would propose traveling into item of how can teachers become emotional with their pupils without a old readying in their instruction as instructors. Besides, how can a teacher learning with fondness and non be seen as a weak pedagogue is a topic really relevant presents.

Development Communication

I. Introduction Development communication is the use of communication to promote social development. It involves a planned transformation of an average community into a dynamic one. As such, a community plan is made to help people shape their cities, towns or villages. A community plan is essential because it encourages people to take a full and active role in advocating and implementing economic and social reform. In line with this, the author of this paper conducted a community research at Barangay 694, Malate, Manila City.Within the research is substantial information about the said community – such as ecological factors, historical development, life activities, complex of values, social groups, impact of the world outside, and local life. A proposal for a project plan was also made in order to help build a collective vision for the residents of Barangay 694 – specifically, a summer reading program. The summer reading program will benefit the less developed children of Barangay 693. In addition, it will also develop children’s potentials to be educated and literate adults. II. Community Identification Barangay 694 is located at Malate, Manila City.A part of District 6, it lies along Leon Guinto Street and is near places such as Taft Avenue, The Philippine Women’s University, Philippine Christian University, and the Pedro Gil and Quirino LRT stations. The aforementioned places also serve as primary landmarks of Barangay 694. Because of its strategic location near Taft Avenue, Barangay 694 can be aptly described as a middle-class area with several houses and apartment units for students enrolled at nearby universities. In addition, it is easily accessible by Roxas Boulevard, Quirino Avenue, and Taft Avenue. III. Ecological Frame 1. Geographical factorsBarangay 694 is located at latitude 14. 573330 and longitude120. 990860. Its coordinates are 14 °34’24† North and 120 °59’26† East. It has a total land ar ea of To its south is Pasay City; to its west, Manila Bay; to its north, Ermita; to its east, Paco and San Andres. 2. Climate and soil As part of Manila City, Barangay 694 features a tropical savanna climate that borders on tropical monsoon climate. Along with the rest of the Philippines, Barangay 694 lies within the tropics. The temperature range is very small, rarely going lower than 20 °C (100 °F) and going higher than 38 ° (100 °F).Humidity levels are usually very high which makes the place feel much warmer. It has a distinct dry season from late December to April and a relatively wet season that covers the remaining period. Typhoons can occur from June to September and can cause flooding in the area. 3. Service institutions Barangay 694 has several service institutions that responds to the residents’ needs. Its strategic location offers its residents convenience as they need no look further than the immediate vicinity to have access to hospitals, educational inst itutions, books, recreational areas, and government offices.Listed below are several establishments near Barangay 693: * HEALTH INSTITUTIONS * Ospital ng Maynila * RTM Satellite Clinic * Ruben C. Bartolome, M. D. Clinic * GOVERNMENT INSTITUTIONS * Department of Finance * Bangko Sentral ng Pilipinas * RECREATIONAL AREAS * Rizal Memorial Sports Complex * Manila Zoological and Biological Gardens * Manila Baywalk Area 5. Government The current mayor for the 2010 – 2013 term is Alfredo Lim. Meanwhile, Isko Moreno is the city’s incumbent vice-mayor. Two more members of the Manila City Council are the Association of Barangay Captains and the Sangguniang Kabataan (SK).Barangay 694’s elected barangay officials have the responsibility of carrying out the following tasks: (1) formulating measures to eliminate the use of illegal drugs; (2) maintaining the cleanliness and beautification of the area; (3) promoting peace and order; (4) promoting the well-being of women in the community; (5) promoting youth rights; and (6) maintaining barangay-owned properties and infrastructures. Listed below are the currently elected Barangay 694 officials and brief descriptions of each office position: 1. PUNONG BARANGAY or BARANGAY CHAIRMAN Name: Is the executive head of Barangay 693 * Is in charge of development planning, basic services and facilities, compliance to directives, barangay legislation, and fiscal administration 2. BARANGAY SECRETARY Name: * Is liable for all of Barangay 694’s paper works * Takes down notes during all of the discussions and plans made in meetings * Reads and re-reads the reports he/she has made 3. BARANGAY TREASURER Name: * Is responsible for the funds of Barangay 694 – from properties budget, projects budgets, and salaries 4. SEVEN BARANGAY COUNCILORS: 1. 2. 3. 4. 5. 6. 7. All have specific tasks assigned to them by the Barangay Chairman – Must be in the barangay hall once a week to accommodate people coming to thei r office every now and then SK CHAIRMAN: IV. Historical Development 1. Origin During the Spanish colonial period, Malate was an open area with a small fishing village. When the Americans came to the country after a 333-year Spanish reign, American urban planners envisioned the development of Malate as the most sophisticated area for American families. Despite extensive damage after World War II, many homes and buildings survived the onslaught of the battle fought in the area.Wealthy families who evacuated their homes during the war returned. Along with their return, they re-built their properties and kept the areas around it exclusively residential. Among these residential areas was Barangay 694. A local resident living in the area for almost fifty years related that Barangay 694 has been a residential area since the post-Japanese period. In fact, even before Japanese colonization, several of her forebears have lived there. This is proof that Barangay 694 has been around for many ye ars. 2. First InhabitantsDuring interviews, local residents were asked to name some of the first inhabitants of Barangay 694. The general response was a â€Å"no†. This answer is easily justifiable since the barangay has had such a long history and no one could really be certain of the first people who first inhabited the area. However, several residents know of families who had been living in the barangay for a long time. These families are almost considered as pioneers. As such, they are held in high regard. Among the well-known families in the area are the families of Magalon, San Pedro, Sevilla, Martinez, Andres, and Reyna.Most members of the said families hold positions in local offices – specifically, the Barangay Committee. This is a testament to the high social status they have established along the years. 3. Development The once-exclusive residential areas on the Western portion of Malate began to transform into a commercial area in the 1970s. Real estate boom ed with large houses and apartments being built. Businesses also flourished as small hotels, restaurants, and cafes were established. During the presidency of Ferdinand Marcos, visual and performing artists found a haven in Malate in the 1980s and it became a bohemian enclave. . Progress at present Barangay 694, along with the rest of Malate, is continuously transforming itself as the center of recreation and entertainment in Manila with more restaurants, boutiques, bars, discos, and novelty stores opening for business. V. Life Activities 1. Social Structure: Social status of the residents Barangay 694 is a quiet middle-class area with several houses and apartments for students enrolled at nearby universities. Consequentially, the area is fairly tight-knit. At several community visits, the local residents displayed evident familiarity with those who live among them.In fact, it can be said that everyone knows everyone at Barangay 694. 2. Favorite pastime and recreation Because of wel l-maintained social ties, local residents enjoy doing recreational activities with their families, friends or neighbors. When asked what special activities they did during their pastime, respondents from the area said that they liked going to parks, playing bingo, organizing outings, visiting nearby malls, and perhaps, going out of town. Moreover, a typical Saturday and Sunday night for residents of Barangay 694 would consist of going to the church and, afterwards, watching late-night TV shows.Younger residents, meanwhile, said that they’d rather surf the Web, open their Facebook or Twitter accounts or play video games. 3. Groups and organizations The community has only one major organization, which is the local barangay council. Barangay 694’s elected barangay officials have the responsibility of carrying out the following tasks: (1) formulating measures to eliminate the use of illegal drugs; (2) maintaining the cleanliness and beautification of the area; (3) promotin g peace and order; (4) promoting the well-being of omen in the community; (5) promoting youth rights; and (6) maintaining barangay-owned properties and infrastructures. VI. Complex of Values 1. Core values of the community, that is, those that are generally accepted in society Barangay 694, being a tight-knit community, generally accepts these four core values: honesty, cooperation, a sense of responsibility, and righteousness. These values are considered to be the key to creating harmonious relationships. Honesty came in first in the list as most local residents consider it to be the most valuable trait one can possess. A dishonest man will know and bring nothing but trouble,† says Ronaldo Dela Cruz, 56, a lifelong Barangay 694 resident. Meanwhile, cooperation is also a cherished value in the community. Because of its small population, Barangay 694 expects its residents to participate in community development projects such as street cleaning, tree planting, etc. The spirit of bayanihan ensures that ties among residents are rekindled and reinforced. Accompanying cooperation is a sense of responsibility. Community members should be self-aware. They must be able to look after themselves and perform their obligations as citizens of the Republic.Last but not the least is righteousness. As observed, Barangay 694 holds quite high moral standards. A local resident must be morally upright. He or she must be able to hold and maintain a good reputation. Otherwise, he or she would not be warmly welcomed into the community. 2. Aim values of the community, that is, those options that society allows its members Barangay 694 gives its residents the full freedom to make decisions they thing will best suit their wants and needs – so long as these decisions will not harm or offend other people.While many local residents are still quite conservative in that distinct Filipino way, they are quite open to progressive ideas like the implementation of the RH Law, K-12 ed ucation (while prevalent in other countries, K-12 education is still quite new to Filipinos), and the passing of Freedom of Information Bill. 3. Attitudes and sense of values Overall, Barangay 694 residents are upbeat, friendly, and warm people. They are generally well-mannered and will go out of their way to help others. They uphold traditional Filipino values and strive to uphold them in their daily lives.All of which makes Barangay 694 a very nice place to live in. VII. Impact of the world outside 1. Inflow of ideas, goods, special forms, moral codes, new modus vivendi et operandi from the outside world to the community Barangay 694 keeps abreast of the current happenings through various mediums. Among these mediums are newspapers, television, radio, and the Internet (particularly, social media). Local residents are well-informed and are keen to follow both national and international events. They are also aware of recent popular culture trends. Development Communication I. Introduction Development communication is the use of communication to promote social development. It involves a planned transformation of an average community into a dynamic one. As such, a community plan is made to help people shape their cities, towns or villages. A community plan is essential because it encourages people to take a full and active role in advocating and implementing economic and social reform. In line with this, the author of this paper conducted a community research at Barangay 694, Malate, Manila City.Within the research is substantial information about the said community – such as ecological factors, historical development, life activities, complex of values, social groups, impact of the world outside, and local life. A proposal for a project plan was also made in order to help build a collective vision for the residents of Barangay 694 – specifically, a summer reading program. The summer reading program will benefit the less developed children of Barangay 693. In addition, it will also develop children’s potentials to be educated and literate adults. II. Community Identification Barangay 694 is located at Malate, Manila City.A part of District 6, it lies along Leon Guinto Street and is near places such as Taft Avenue, The Philippine Women’s University, Philippine Christian University, and the Pedro Gil and Quirino LRT stations. The aforementioned places also serve as primary landmarks of Barangay 694. Because of its strategic location near Taft Avenue, Barangay 694 can be aptly described as a middle-class area with several houses and apartment units for students enrolled at nearby universities. In addition, it is easily accessible by Roxas Boulevard, Quirino Avenue, and Taft Avenue. III. Ecological Frame 1. Geographical factorsBarangay 694 is located at latitude 14. 573330 and longitude120. 990860. Its coordinates are 14 °34’24† North and 120 °59’26† East. It has a total land ar ea of To its south is Pasay City; to its west, Manila Bay; to its north, Ermita; to its east, Paco and San Andres. 2. Climate and soil As part of Manila City, Barangay 694 features a tropical savanna climate that borders on tropical monsoon climate. Along with the rest of the Philippines, Barangay 694 lies within the tropics. The temperature range is very small, rarely going lower than 20 °C (100 °F) and going higher than 38 ° (100 °F).Humidity levels are usually very high which makes the place feel much warmer. It has a distinct dry season from late December to April and a relatively wet season that covers the remaining period. Typhoons can occur from June to September and can cause flooding in the area. 3. Service institutions Barangay 694 has several service institutions that responds to the residents’ needs. Its strategic location offers its residents convenience as they need no look further than the immediate vicinity to have access to hospitals, educational inst itutions, books, recreational areas, and government offices.Listed below are several establishments near Barangay 693: * HEALTH INSTITUTIONS * Ospital ng Maynila * RTM Satellite Clinic * Ruben C. Bartolome, M. D. Clinic * GOVERNMENT INSTITUTIONS * Department of Finance * Bangko Sentral ng Pilipinas * RECREATIONAL AREAS * Rizal Memorial Sports Complex * Manila Zoological and Biological Gardens * Manila Baywalk Area 5. Government The current mayor for the 2010 – 2013 term is Alfredo Lim. Meanwhile, Isko Moreno is the city’s incumbent vice-mayor. Two more members of the Manila City Council are the Association of Barangay Captains and the Sangguniang Kabataan (SK).Barangay 694’s elected barangay officials have the responsibility of carrying out the following tasks: (1) formulating measures to eliminate the use of illegal drugs; (2) maintaining the cleanliness and beautification of the area; (3) promoting peace and order; (4) promoting the well-being of women in the community; (5) promoting youth rights; and (6) maintaining barangay-owned properties and infrastructures. Listed below are the currently elected Barangay 694 officials and brief descriptions of each office position: 1. PUNONG BARANGAY or BARANGAY CHAIRMAN Name: Is the executive head of Barangay 693 * Is in charge of development planning, basic services and facilities, compliance to directives, barangay legislation, and fiscal administration 2. BARANGAY SECRETARY Name: * Is liable for all of Barangay 694’s paper works * Takes down notes during all of the discussions and plans made in meetings * Reads and re-reads the reports he/she has made 3. BARANGAY TREASURER Name: * Is responsible for the funds of Barangay 694 – from properties budget, projects budgets, and salaries 4. SEVEN BARANGAY COUNCILORS: 1. 2. 3. 4. 5. 6. 7. All have specific tasks assigned to them by the Barangay Chairman – Must be in the barangay hall once a week to accommodate people coming to thei r office every now and then SK CHAIRMAN: IV. Historical Development 1. Origin During the Spanish colonial period, Malate was an open area with a small fishing village. When the Americans came to the country after a 333-year Spanish reign, American urban planners envisioned the development of Malate as the most sophisticated area for American families. Despite extensive damage after World War II, many homes and buildings survived the onslaught of the battle fought in the area.Wealthy families who evacuated their homes during the war returned. Along with their return, they re-built their properties and kept the areas around it exclusively residential. Among these residential areas was Barangay 694. A local resident living in the area for almost fifty years related that Barangay 694 has been a residential area since the post-Japanese period. In fact, even before Japanese colonization, several of her forebears have lived there. This is proof that Barangay 694 has been around for many ye ars. 2. First InhabitantsDuring interviews, local residents were asked to name some of the first inhabitants of Barangay 694. The general response was a â€Å"no†. This answer is easily justifiable since the barangay has had such a long history and no one could really be certain of the first people who first inhabited the area. However, several residents know of families who had been living in the barangay for a long time. These families are almost considered as pioneers. As such, they are held in high regard. Among the well-known families in the area are the families of Magalon, San Pedro, Sevilla, Martinez, Andres, and Reyna.Most members of the said families hold positions in local offices – specifically, the Barangay Committee. This is a testament to the high social status they have established along the years. 3. Development The once-exclusive residential areas on the Western portion of Malate began to transform into a commercial area in the 1970s. Real estate boom ed with large houses and apartments being built. Businesses also flourished as small hotels, restaurants, and cafes were established. During the presidency of Ferdinand Marcos, visual and performing artists found a haven in Malate in the 1980s and it became a bohemian enclave. . Progress at present Barangay 694, along with the rest of Malate, is continuously transforming itself as the center of recreation and entertainment in Manila with more restaurants, boutiques, bars, discos, and novelty stores opening for business. V. Life Activities 1. Social Structure: Social status of the residents Barangay 694 is a quiet middle-class area with several houses and apartments for students enrolled at nearby universities. Consequentially, the area is fairly tight-knit. At several community visits, the local residents displayed evident familiarity with those who live among them.In fact, it can be said that everyone knows everyone at Barangay 694. 2. Favorite pastime and recreation Because of wel l-maintained social ties, local residents enjoy doing recreational activities with their families, friends or neighbors. When asked what special activities they did during their pastime, respondents from the area said that they liked going to parks, playing bingo, organizing outings, visiting nearby malls, and perhaps, going out of town. Moreover, a typical Saturday and Sunday night for residents of Barangay 694 would consist of going to the church and, afterwards, watching late-night TV shows.Younger residents, meanwhile, said that they’d rather surf the Web, open their Facebook or Twitter accounts or play video games. 3. Groups and organizations The community has only one major organization, which is the local barangay council. Barangay 694’s elected barangay officials have the responsibility of carrying out the following tasks: (1) formulating measures to eliminate the use of illegal drugs; (2) maintaining the cleanliness and beautification of the area; (3) promotin g peace and order; (4) promoting the well-being of omen in the community; (5) promoting youth rights; and (6) maintaining barangay-owned properties and infrastructures. VI. Complex of Values 1. Core values of the community, that is, those that are generally accepted in society Barangay 694, being a tight-knit community, generally accepts these four core values: honesty, cooperation, a sense of responsibility, and righteousness. These values are considered to be the key to creating harmonious relationships. Honesty came in first in the list as most local residents consider it to be the most valuable trait one can possess. A dishonest man will know and bring nothing but trouble,† says Ronaldo Dela Cruz, 56, a lifelong Barangay 694 resident. Meanwhile, cooperation is also a cherished value in the community. Because of its small population, Barangay 694 expects its residents to participate in community development projects such as street cleaning, tree planting, etc. The spirit of bayanihan ensures that ties among residents are rekindled and reinforced. Accompanying cooperation is a sense of responsibility. Community members should be self-aware. They must be able to look after themselves and perform their obligations as citizens of the Republic.Last but not the least is righteousness. As observed, Barangay 694 holds quite high moral standards. A local resident must be morally upright. He or she must be able to hold and maintain a good reputation. Otherwise, he or she would not be warmly welcomed into the community. 2. Aim values of the community, that is, those options that society allows its members Barangay 694 gives its residents the full freedom to make decisions they thing will best suit their wants and needs – so long as these decisions will not harm or offend other people.While many local residents are still quite conservative in that distinct Filipino way, they are quite open to progressive ideas like the implementation of the RH Law, K-12 ed ucation (while prevalent in other countries, K-12 education is still quite new to Filipinos), and the passing of Freedom of Information Bill. 3. Attitudes and sense of values Overall, Barangay 694 residents are upbeat, friendly, and warm people. They are generally well-mannered and will go out of their way to help others. They uphold traditional Filipino values and strive to uphold them in their daily lives.All of which makes Barangay 694 a very nice place to live in. VII. Impact of the world outside 1. Inflow of ideas, goods, special forms, moral codes, new modus vivendi et operandi from the outside world to the community Barangay 694 keeps abreast of the current happenings through various mediums. Among these mediums are newspapers, television, radio, and the Internet (particularly, social media). Local residents are well-informed and are keen to follow both national and international events. They are also aware of recent popular culture trends.

Leading Quietly by Joseph Badaracco

Lecture Text Joseph L. Badaracco, Jr. : Leading Quietly* Now what I’m going to do today is talk for a while about research I’ve done over the last five years and completed with the publication of a book by that title: Leading Quietly. What I set out to do initially was to see what I could learn about leadership and effective leadership, if I looked beyond, if I looked away from, what I’ll call the heroic model. And the heroic model is one that, with the briefest sketch, is familiar to all of us. Who are heroic leaders? They are people who change the world or part of the world, they’ve got very strong values, they are charismatic, they are inspiring, they are willing to make sacrifices, sometimes, in some walks of life, the ultimate sacrifice, because they sacrificed their lives. I have no intention, here today or at any point, in tearing down all that the great figures have contributed to our world. Without them, our world would be a poorer and meaner place. Without them, we wouldn’t have examples of courage to talk to our kids and to others about. But the proposition I want to put in front of you today is that viewing leadership, particularly leadership in organizations, particularly in the middle of big, complicated business organizations, simply in terms of heroism, is a limited and sometimes even misleading perspective. Let me say a little bit more about why I think that’s the case. I think there are at least three problems with this heroic view. One of them I call the pyramid issue. If you think about the world in terms of heroes, you tend to have in the back of your mind a big triangle, and at the top you’ve got great leaders, and at the bottom, fill in your favorite candidates, the skunks, bottom-dwelling slugs, T. S. Eliot’s hollow men. What about everybody else who is in the middle? People who are neither out saving the world like great heroes, saving companies, saving brands, nor are they exploiting it. They are doing their jobs, living their lives, taking care of the people around them. The heroic model doesn’t say much about them. The second problem with the heroic model was expressed in the Burke videotape. He said, â€Å"I never had any trouble telling right from wrong. † And I think that is fundamentally right because there are so many situations, as you know, when this is right and this is wrong, and the task is not to figure out what is the right thing to do, it’s to get yourself or other people to move in that direction rather than this one. But there are a whole set of messy, complicated problems that I refer to as right versus right problems that do not fit the simple, heroic, dothe-right-thing model. Let me give you an example. * Edited for clarity Copyright ? 2002 Page 1 You are at home. It’s evening. Someone knocks on your door. It’s somebody who works for you, he’s worked with you for a number of years. He says, â€Å"I’m really sorry to bother you at home, but I’ve got some really fabulous news. † This individual lives just a couple miles away. And he says, â€Å"I wanted you to be one of the first to know. My wife and I have been looking for a home and we really think we have found the house of our dreams. It’s really expensive, we are going to have to take some money out of the kids’ college funds, but this is just a fabulous home, and you know you are my boss, and you are the best boss I’ve ever had†¦. I’m sure many of you have had this experience. â€Å"The best boss I can even imagine having. † So you nod politely and in the back of your mind you know that there is a layoff coming and that this individual’s name is on that list. By buying this house, he’s not only putting himself on t he brink of financial calamity, he’s going to be taking a plunge over it. Now what do you do? You know the layoff is coming. As a corporate officer, you have a duty of confidentiality to the corporation. You’re not supposed to disclose the coming layoffs piecemeal to your friends. That’s supposed to be announced when everything is set up legally, when the HR work is done, at a point in time that senior executives decide. But this person is a friend. You owe this person a lot. Surely you have an obligation, I think, to help them out. And what if the person happens to go a little bit further and says, â€Å"Do you think I ought to do this? † And of course what you’re thinking is â€Å"You’re crazy if you do this. † And you are supposed to tell the truth, right? This is not a right versus wrong situation. You’ve got three obligations here: to your friend, to the truth, and the duty of confidentiality to your organization. You may think this is kind of a made-up story, but in the last eight or ten years or so, even when the U. S. economy was growing slowly in the early 90s and even when it was growing quickly in the late 90s, we had continuous layoffs. I heard four or five versions of this exact story. A good friend, what do you tell them about a layoff when you can’t tell them anything prematurely? This is what I would describe as a messy, right versus right kind of problem. The final thing wrong with the heroic view is that, at bottom, most of us most of the time don’t want to be heroes, even think it is irresponsible to act heroically. The saying is that martyrdom is a oncein-a-lifetime experience. I had a student, an auditor in fact, from the Nieman program, which brings journalists here to Harvard, in my second-year elective course a couple of years ago. The rules for auditors say that you can listen, you can’t participate. So we were having a discussion about an organization, it was a mini-Enron, there were lots of things going on that shouldn’t have been going on. A young guy knew what was going Copyright ? 2002 Page 2 on, he had copied some documents. The question was, what he should do? And there was a lot of enthusiasm building up in the class for him to blow the whistle. He had a tennis pal who was a journalist with the local newspaper. And I was watching this woman sitting over on the side, she was a reporter for a big New York City newspaper, and she was getting really agitated, and you could see her almost physically holding her hand down, because she knew what the rules were but she was going to separate her shoulder or something like that trying to restrain herself. So I called on her and she said, â€Å"Listen, what you have to understand is, if you are going to propose blowing the whistle, is that whistleblowers always get screwed. † That may be an overgeneralization, but life is really tough, at least in this country, for people who blow the whistle. And that’s the message she wanted to send. So you have the problem of the pyramid that leaves most of us out. You’ve got these messy problems that don’t fit into the right versus wrong format, and you’ve got the fact that most of us want to live to fight another battle. We’ve got complicated obligations in life, very few people realistically, pragmatically, are going to roll everything up into one big ball and sacrifice it, often no matter how great and how urgent they think the problem is. We might do that for somebody close to us, but would we do it for our organizations? I don’t know. So what I want to do is encourage you for a little while this afternoon to think beyond this model, and it’s a very, very powerful model. You’ve got the great figures of history that we’ve learned about since we were kids in school. Every walk of life has its heroes. Every business and industry has its heroes†¦I don’t know how many of you have seen the latest Economist, the title is â€Å"Fallen Idols: The Overthrow of Celebrity CEOs. † This looks like one of those statues in East Germany or in Eastern Europe after the breakup of the Soviet Union, down on the ground smashed. The smiling face here is Jack Welch. So we have the celebrity CEOs. Turn on the TV, go to a movie, go see Spiderman, it’s a relentless diet telling us that the people we really ought to admire and emulate are the folks who do great things, whether it’s fighting the mafia, or space aliens—pick your own favorite. I think in fact that this heroic view is almost—I’m going out on a limb here because I’m hardly a scientist—almost genetically etched in us. A long time ago when somebody in a crowd said, â€Å"We’d better go this way because the saber-toothed tigers are going that way,† the folks who responded and followed these leaders away from the sabertoothed tigers are the ones who survived, and the ones sitting over there saying, â€Å"Well, I’ll think it over, we’ll see,† are the ones who got consumed for lunch. That’s one view. My argument is that it is not the only view. In fact, I want to go a little bit further because the conclusion of the study I did, Copyright ? 2002 Page 3 and I should tell you a little bit about the study†¦What I essentially did was gather a lot of case studies, in the end about 150, of people who were typically in the middle of an organization, had a messy, complicated problem, had a significant degree of self-interest, prudent self-preservation, but also wanted to do the right thing for their organizations and for themselves, and I looked at how they resolved their problems. And I did it pretty systematically. I put them in three categories: people who looked like they were successes, they did the right thing for themselves and their organizations. People who failed, and they often said, â€Å"I failed,† explained why, and said what they would do differently the next time. And then the muddy cases. And I tried to go through systematically and see what separated the success stories from the others. And what I want to put in front of you are some basic conclusions about how these people think, how they behave, what they did. And I’ll give you some examples and, in fact, I’ll even come back to the little anecdote about the â€Å"house of my dreams,† and tell you a little bit about how you might approach that in this quiet leadership vein. But the big conclusion I came to is that we really need to look away from the figures on the pedestal, from time to time, maybe quite often, so we can see it’s the daily, unglamorous, in-the-trenches quiet leadership that so often is what moves and changes things in organizations. And I hope to encourage you to think a little bit about the people who work for you, the people you work with, to see if some of them don’t fit this model of quiet leadership that I’m describing. See if there’s something you can learn from them, and see if, when they work for you, there are ways you can encourage them, support them, help hold them up as examples for people in your organization. As you’ll see, quiet leadership can be lonely work. It’s out of the spotlight, it’s often unrewarded, sometimes it is even unnoticed, it’s done by people who are doing something right for themselves, right for the organization, but often there is no one standing by to give them a medal. Now I did a 150 cases, I’m a professor here at Harvard, but neither of these are reasons you should pay attention to the ideas I’m putting in front of you. Let me give you a more serious and more historically significant way of thinking about this†¦. This is a quote from Albert Schweitzer. I imagine most of you know who he is. He was born at the end of the 1800s in Germany. He was an astonishingly talented young man. He could have had a career as a theologian. Not just sort of a technical theologian; he was a deeply religious Christian. He was also a brilliantly talented musician. So, he could have had a nice life in Germany following either of those pursuits. Copyright ? 2002 Page 4 He decided instead to become a medical missionary. He worked in Africa. He won the Nobel Prize in 1952. Took the money, spent it expanding his hospital down there, and stayed in Africa working as a medical missionary until the point when he died. This is what he says. And I think this is a remarkable statement: â€Å"Of all the will toward the ideal, all of our highest aspirations, only a small part of it can manifest itself in public action. All the rest of this force must be content with†Ã¢â‚¬â€ notice that phrase—†small and obscure deeds. The sum of these, however, is†Ã¢â‚¬â€ notice again how strongly he puts this—†a thousand times stronger than the acts of those who receive wide public recognition. These folks who get the recognition compared to the former are â€Å"like the foam on the waves of a deep ocean. † This is someone who is a heroic leader, by so many standards, basically saying, don’t pay a lot of attention to people like himself. Look elsewhere—look at the people engaged in the se small and obscure deeds. So, what I’d like to do now is spend the remaining time, maybe fifty minutes or so, telling you a little bit about these quiet leaders: What I looked at, what I learned, how they think, and what they do. I summarize this in the form of seven lessons. Let me say a little bit about each one of these. The first thing about these people is they don’t kid themselves. What they don’t kid themselves about is how much they know, how much of what goes on around them they can control, how far they can see down the road. This is true even when people had titles like CEO, like general manager, like plant manager. They had a sense of the fragility, the uncertainty, the tentativeness of almost everything. Now, of course, for Americans, and the Americans in this room, you know we had our Internet bubble blow up and then collapse. And for so many people in the world after September 11th, maybe these reminders of the fragility of things are not as necessary as they were a few years ago, at least in this country, when it looked like we had sort of a lock on everything. Machiavelli says somewhere in The Prince that â€Å"fortune is basically the equivalent of a great powerful river. † And what human beings are doing is building little structures on the side of the river. And he says, of all the things that happen, about half of it is under our control. The rest is the plaything of this great force, this river he talks about. You take all the precautions you can. You build the dykes. â€Å"But, at the end of the day,† he says, â€Å"it’s only 50/50. About half of this is out of your hands. † Copyright ? 2002 Page 5 These folks I looked at had sort of a permanent view that they were likely to be surprised. That the future, whatever it might hold, was made up of multiple alternative scenarios. The future, no matter how hard and smart their efforts were, could easily come up from behind and sort of bite them in the posterior. They were also political realists about their organizations. They didn’t kid themselves about other people’s motives. They knew that in any organization, there are some people who are basically in it for themselves. They also didn’t kid themselves about the fact that most organizations are organized like pyramids—a lot of the goodies go to the people at the top, and lots of smart, ambitious people are trying to get hold of those goodies. They realize that organizations tend to be organized on the basis of insiders and outsiders. Insiders tend to take care of themselves; lots of outsiders are trying to get in. In other words, I’m not talking about saints, social workers, would-be martyrs, folks who are holier than thou. In fact, I’m talking about people—and I’ll spend a little more time on this in a moment—who are quite eager to get higher pay, promotions, and make their way up to the top of the greasy pole. They did not kid themselves about how the world worked. But, there’s one other element that I want to add to this basic idea of, â€Å"don’t kid yourself. † These folks were not cynics. When I mention things like the politics, the competition that takes place in any organization, it’s easy for you to think when I say, â€Å"Don’t kid yourself,† that I’m talking about the sort of Machiavellian maxim, â€Å"Do unto others before they do unto you. That’s not what I’m talking about. And that’s not the way these people thought. They were realists. They expected to be surprised. And they were just as likely, they thought, to be surprised by good things as by bad things. In other words, pessimistic, dark- tinted glasses are just as distorting as naive, pink-tinted glasses. These folks tried to see the world for what it was. They recognized that people do things for all sorts of reasons. People who you don’t expect—who are almost at the bottom of the list of people to show up when times get tough and there were things in organizations that really needed doing— sometimes surprised them. The second basic trait I found, I summarize this way†¦these people trusted their motives, even when their motives were mixed. Let me explain that a little bit. The heroic view tends to say that great leaders are motivated by altruism, by idealism, by the highest and most noble instincts you can imagine. By the way, that’s what makes it so easy for biographers— and this has been fashionable for about twenty or thirty years now—to write biographies of great leaders in which they point out that they were actually motivated by human, even low, motives: ambition, Copyright ? 2002 Page 6 pride. And often did some things that even these leaders themselves are hardly proud of. But that’s only because we have a kind of false conception of what it really is that makes human beings tick. As I said a moment ago, the quiet leaders that I looked at, that I talked with, that I thought about, they liked bigger paychecks rather than smaller paychecks. They preferred to have more people reporting to them than fewer. They wanted to have long, successful careers in their organizations or, if that didn’t work out, in other organizations. And when they found themselves in one of these messy, complicated problems, one of the things they thought about, and thought a lot about, was their own careers and their own reputation. â€Å"If I am not for myself, who will be for me? † You can get stranded alone out there. Who is going to take care of you? â€Å"If I am only for myself, purely, unalloyedly self-interested, what am I? † This is what I mean by mixed motives. And I want to go a little further than this to say why these mixed motives are so important. Let me give you an example of a senior marketing rep. This is somebody who is a little surprising because he had lots of opportunities to move into management but never took them. He really loved sales. He worked for a big American pharmaceutical company, and it had a terrific product for a fairly common form of mental illness. I don’t want to point fingers at any particular company. It turned out that this product had a second use, one that the Food and Drug Administration had not approved. It worked really well for losing weight. And some doctors were actually prescribing it for people who needed diets, not treatment from depression. And the company caught on to this, and it organized an unwritten, undocumented marketing campaign to encourage more of its reps to get out there and sell the product for this unregulated, unapproved use. This guy, whom I will call Elliott Cortez, wanted to get ahead, like most of the people I looked at. He went along with the program. So, he’d meet with doctors. He’d describe to them that it could be used for diet. He’d fill prescriptions. But, for some reason, I don’t know what it was, he began after time to get a little uncomfortable about this. Then a little more uncomfortable about it. And finally what did he do? He decided he was going to stop doing this. And he went around to the doctors to whom he’d been pushing or promoting his product for diet purposes, told them he was going to stop doing that, and explained why. He told a couple of other sales reps he was going to do the same thing. And he told his boss. Copyright ? 2002 Page 7 I don’t know what the initial trigger was that got him to do this stuff. But I later asked him why, once he was alerted to the problem, he went and did all of this. And he said, â€Å"Well, to be honest, there were really two things. I came to realize, first of all, that some people could get sick with the misuse of this product. And I realized secondly, given the scale of the campaign that this company was waging, unapproved and unregulated, that the company could get in a whole lot of trouble. And who was going to get the bull’s-eye painted on them? When the time came, it would be the reps and the marketing execs who were out promoting this unapproved product. And I did not want to get hung out to dry. † Now, what do you make of this story? It’s kind of an interesting one to talk about. Is this heroic leadership? Not by any standard. This guy was very careful. What motivated him? He didn’t want people to get sick as a result of what he was doing. But he also didn’t want to get himself in trouble. His motives were quite mixed. You might ask yourself, wouldn’t it have been better if he had blown the whistle, if he had dropped a dime, called the FDA, photographed some papers and sent them off? Who was going to win that uneven competition between a giant pharmaceutical company and a lonely rep? It’s a no-brainer. The company would have won. So he made the sensible decision not to blow himself up in place. But, he did something. He didn’t do everything; he did something. Within the little sphere where he reasonably could have some influence, and maybe set an example—the doctors, a few other sales reps and his boss—he explained to them what he was doing and why he was doing it. What if his motives had been purer? What if he didn’t have the selfpreservation instinct? I would argue he would not have done so well. A lot of cases of quiet leadership that I looked at are much more like distance runs than glamorous 50-yard, 100-yard sprints in front of a cheering crowd. And what often matters is not the purity of your motives, but the strength of your motives. You’ve got to have some skin in the game. And part of the reason he went around and did what he could is because he did not want to end up in court, in the press, on TV, in the event things came down on his company. His motives were mixed. And my argument is that he was probably much more effective as a result of that. There’s so many fascinating studies coming out now, the folks who do mind/body research. And what many of these studies tend to find is that our minds do far more processing and analyzing of reality preconsciously, unconsciously, than anybody ever realized. And often this analysis, this analytical work that’s done by these deep levels of our mind, doesn’t express itself in rational linear thinking. It expresses itself in feelings, in hesitation. If you’re facing one of these messy Copyright ? 2002 Page 8 problems, don’t think you’ve got to be General Patton or some other charge-the-hill hero. If something inside you is saying â€Å"slow down, slow down,† trust those mixed motives. That’s the second trait that I found among these people. The third thing these folks did was buy time. Sometimes they begged, sometimes they borrowed. I’ll come to this in a moment. Sometimes they played games. They stole a little time. They did exactly the reverse of what so many American managers were told to do just a couple of years ago. Remember the mantra about Internet time? And instead of this sort of old-fashioned ready, aim, fire, the new mantra was fire, ready, aim. Because the world was moving so fast. Now, in retrospect, you can see that for the monstrously bad advice it was. Hundreds of billions of dollars were thrown away by folks trying to seize opportunities on Internet time. The only thing that actually moved on Internet time was the Internet bubble itself, which rose and collapsed pretty much on the Internet time schedule. That said, the folks who were telling us that things were different were right about something else. Because they frequently reminded us that the world was getting to be a more complicated place. Business was becoming globally deregulated; you know all the rest of that sort of story. Why they went on to say that as the world got more complicated, you ought to make decisions faster and faster, I don’t know. But, they were right about the ever-growing complexity of situations that people faced. Taking their advice, however, doing things on Internet time, basically made them a candidate for an award that medical schools give out occasionally. It’s the SSW award. It stands for â€Å"swift, sure, and wrong. † The quiet leaders I looked at found ways to take time to get decisions right. They didn’t make their decisions on the basis of external pressures. They made their decisions when they were ready to make the decisions. Now, that may sound to you like a kind of naive, academic, ivory tower piece of advice, because all of you have about twenty-eight times more things to do than you’ve got time to do them. And typically, the In basket is a lot bigger than the Out basket. And I understand that. But, when you get one of these messy, complicated sorts of problems, you have a sense that it’s got ramifications, ripple effects leading throughout the organization, you’ve got to find the time. And you’ve got to take the time to get things right. There was a fascinating article, an interview about six weeks ago in the New York Times with Joseph Murray, a now-retired surgeon who Copyright ? 2002 Page 9 lives in a suburb of Boston. He was a pioneer in kidney transplantation. And he used to have a slogan up in his operating room, and the slogan said, â€Å"If the operation is difficult, you’re not doing it right. † And what he meant by that was, before you do something, especially something pioneering, like taking a kidney out of one person and putting it into another, you better make sure you’ve imagined all the steps and all the possible scenarios. And what does that take? That takes time. Quiet leaders find ways to get the time they need. Quiet leaders also learn some lessons from investment bankers and venture capitalists. They invest wisely. Now, let me tell you a little bit about what I mean by â€Å"invest wisely. † Sometimes professors here give their students a little bit of advice at the end of the course, which is that what they ought to do is get themselves some â€Å"go to hell† money. This is money you keep in fairly liquid form in the event that you just can’t take it anymore wherever you’re working. Then you don’t have to keep that job. You can get another job, but you’ve got a cushion. It makes perfect sense. That’s not exactly the kind of thing I’m talking about here. I’m talking about investing something that is far more important to careers and far less tangible, much more subtle than just money. I’m talking about political capital, a composite of two things. It’s your actual track record, and it’s your reputation: what people, especially influential people in an organization, think about your track record. So, it’s those two things. The quiet leaders I looked at, I’m only exaggerating a little bit, when they came upon these sort of messy problems, they thought about them like venture capitalists. They asked themselves, â€Å"How much political capital do I have? How much am I going to put at risk? What kind of returns am I going to get? And when am I going to get those returns? † In an ideal world, they looked for ways to handle these problems, even if there was some initial investment or a risk of their political capital. In the end they got back out even more than they put in. As I said, they weren’t looking to be martyrs or saints. Like venture capitalists, they often invested their political capital, and I’ll say more about this in a moment, in increments. They took small steps. They nudged a little bit. They escalated gradually to get a feel for what was going on, to learn a little bit more. If things looked bad, they’d back off and they’d move in another direction. If things looked good, they would invest a little bit more. They were very pragmatic people. They were looking for what was attainable. They were sort of following, without ever having heard it, this French maxim, which is Copyright ? 2002 Page 10 â€Å"the better is the enemy of the good. † Try to find something in this complicated, shifting, uncertain world that will work. Now, keep in mind what I said earlier, that they cared about getting these things right, and they were tenacious people. So, when they looked for ways to invest capital, they weren’t looking for your savings bond investment where you put in some money and you get an absolute guarantee of four or five percent. They were willing to take some risks, willing to shake the tree a little bit, willing to use some imagination, but they were concerned about the art of the feasible, the art of the practical. And they picked their battles. There were some cases where they said with regret, â€Å"Something was going on over here, and I just didn’t want to get involved. I don’t think I could get involved. If I had gotten involved, I would not have been able to make a difference. And so with regrets, I moved on. † Now that is not the heroic charge-the-hill, all purpose do-gooder approach to getting things done in organizations. But many of these people felt— and you can judge for yourself whether you think they were thinking soundly or not—that they had to pick their battles because they wanted to live to fight another day. And they wanted to move up in their organizations where they would have even more influence. There’s a wonderful statement of Machiavelli’s: â€Å"A man who has no position in society cannot even get a dog to bark at him. † That means you’re invisible. â€Å"A man who has no position in society. If you want to make a difference, you’ve got to be a player at the table. And not just once, but several times, again and again and again over a career, and at smaller and smaller tables. And that’s what these folks were thinking. A limited amount of political capital—they wanted to build it. They invested it carefully, with some imagination, with some care, but they invested it carefully. The fifth thing I found was this—which may not be intuitively obvious to all of you. Let me give you a little bit of background, a little bit of Harvard University lore. In the mid-1800s there was an ichthyologist named Louis Agassiz. Ichthyologists study fish. And he got to be a very important person, not just in his field, but nationally. Why? Well, in the mid-1800s Darwin and people who looked at fish fossils supposedly had something to say about whether God did it, or whether it was the unfolding of an evolutionary process. He was also a brilliant researcher and scholar. And so for a variety of reasons his lab attracted the best and brightest. The tale has been told many times. When graduate students came to work at his lab the first day and he’d say, â€Å"It’s really great to have you here. Here’s what I want you to do. † He gave them a little tray. And the tray would have on it an ordinary fish. He’d say, â€Å"I want you to go and look at this fish Copyright ? 2002 Page 11 and then come back in a little while and tell me what you see about the fish. † So, they’d go off. And when would they come back? A half hour, an hour, and knock on the door. And kind of eager, they’d have some things to report. He said, â€Å"No, I want you to go and look at the fish. † So, they’d come back at lunchtime. â€Å"Go back and look at the fish. † At the end of the day, same routine. Even at the end of the week. And they had ice in those days, but these fish were probably getting a little funky. It was only after two or three weeks that Agassiz would say, â€Å"Come in and tell me about the fish. † What he was trying to inculcate in them is the habit of discipline: focused, consistent, penetrating powers of observation. Looking and looking and looking and looking. As you move into more and more complicated general management situations, there are just more layers there. There’s more to see. There’s more to understand: There’s more to understand technically, there’s more to understand politically, there’s more to understand financially. And if you’ve got general management responsibility, you’ve got to bring that together. These folks that I looked at bought time. And in the process of investing carefully, they spent lots of time living with, sleeping with, and sweating over their problems. They really worked and worked their problems. And it was often only at the end of this effort to drill down that they had the creative breakthroughs that were critical. Let me give you a list of names here: Darwin Smith, George Cain, Alan Wurtzel. Am I ringing any bells? Colman Mockler? It’s interesting, there’s a book that I suspect that many of you have heard of, and maybe a number of you have read, called Good to Great by Jim Collins. He did a big statistical sample and found about twenty companies that had been doing terribly for fifteen years and then, for the subsequent fifteen years, outperformed the market by a factor of three. And he went in and studied their executives to try to find out what happened, how these companies were turned around. Darwin Smith was at Kimberly-Clark, Colman Mockler was at Gillette, George Cain was at Abbott Labs, and Alan Wurtzel was at Circuit City. All companies you’ve heard of, all companies that have had spectacular long runs after these turnarounds. Collins notes about these people that they spent their whole careers in their industries, if not in their companies. Talk about drilling down, looking at your fish. They knew these businesses from the bottom up, from the inside out. And Collins’s conclusion, not mine, was that this intimate sort of knowledge was what enabled them to accomplish all of what they did. I heard a talk by somebody who was getting an award for outstanding leadership a couple of months ago. He used an interesting phrase. He Copyright ? 2002 Page 12 said, â€Å"I didn’t really realize I was a leader. He said, â€Å"I was working too hard to lead. † A lot of the heroic stuff that you hear about sounds kind of glamorous. The message of this drill down stuff is, look at your fish: It can be pretty tough. Come back to that little example I gave you at the beginning. This long-term co-worker and friend comes to you saying, â€Å"I found the house of my dreams,† what are you going to do ? The easy way out of that situation is, don’t look for wiggle room, stick to the rules. And remember, we had three rules you could apply. You had the rule of the duty of confidentiality. And so what do you say to your friend? â€Å"Great. That’s fabulous, congratulations. I wish you and your family the best. † And you try to paste a smile on your face that doesn’t look too fake, because you know you’re helping to send him over the precipice. Or, you say, simple rule, tell the truth. So you blurt out the truth. And you swear this person to confidence, of course. And you hope that the old piece of advice that says, â€Å"Best friends only tell their own best friends† doesn’t come into play. And you haven’t violated confidentiality, and you’re not going to get in trouble for it. OK? Or you say, â€Å"This is my friend. Friends have to help friends. There’s going to be a layoff and your name is on it. † I would argue that in a case like that, following the rules is hardly leadership, barely ethical. You’ve got to find a way to have a little bit of wiggle room. Following the rules in a world full of rules, and oft-conflicting rules, can be a copout. The final little piece of advice here is to create compromises. The quiet leaders I looked at were really good at compromising. That’s probably not leadership—that’s what politicians do. You know, that’s what you do when you go to a car dealer. And you say, â€Å"This is a piece of junk. I’ll give you $10,000 dollars. The car dealer says, â€Å"It’s appraised $20,000 dollars. † You agree on $15,000. That’s a capitalist act between consenting adults. That doesn’t sound like it has anything to do with leadership, morality, what’s good for an organization. And that’s right. Although I have t o say that, in some of these cases, these folks who were really committed to doing what was best for their organization and for themselves realized that after digging down, after trying to be creative, after thinking like venture capitalists a little bit, they could go so far and go no further, and they compromised. There’s this Country Western song that says, â€Å"sometimes you’re the windshield, sometimes you’re the bug. † Sometimes you’re the bug: you stop. But the important word there is the word â€Å"create,† not the word â€Å"compromise. † Because what the best people did was find a way to rethink, to reconfigure a situation, so it didn’t look like zero-sum, I Copyright ? 2002 Page 13 win/you lose. So, there was another way of thinking about the whole thing so that they could go forward. I want to give you an example that’s not a quiet leadership example. It’s a heroic leadership example. And it involves Abraham Lincoln, who was not simply an American hero, but in many ways is in the pantheon of world heroes. In 1858 Lincoln was running for senator, and he would have the same problem when he ran for president. The great problem in America at that time was, should we have slavery in the Northwest Territories? Should the territories be free, or should they have slaves? And Lincoln did not want to take a stand on that issue. In his heart, most people believe, at the time he opposed slavery. But he was an ambitious politician. His best friend said about Lincoln after died that he had a little engine of ambition that would never stop ticking. So, what would Lincoln do? What could he do? If he said he opposed slavery in the Northwest Territories, all the votes in the South would be lost to him in his running for president. If he supported slavery, he would lose the abolitionist vote in the North. Lincoln came up with the following answer. He said, â€Å"I oppose slavery in the Northwest Territories because it is unfair. Who is it unfair to? It is unfair to free white men who may want to migrate to the Northwest Territories to build careers. Why is it unfair to them? Because slavery is unfair economic competition. And free white men (i. e. , the voters I’m seeking) should not have to face that kind of competition. † Now, if we had more time, we could discuss this at some length. I will say, quite plainly though, that had Lincoln not come up with this tactic, which was described as one of the most brilliant pieces of political strategy or propaganda in American history, he would be an obscure, unknown Illinois politician. He could not have been elected otherwise. The Civil War might have turned out differently. What was one country might have been two. You can speculate about when or whether the Emancipation Proclamation would have been issued. What Lincoln did was take what looked like a win/lose, either/or situation and recast it. Let me come back and close off by talking about the â€Å"home of my dreams† case. My hunch is that the vast majority of you in that situation would do something like the following. And this is what the people I’ve run into have actually done. It looks like you’re on the hook. Either you say congratulations or else you say, â€Å"Look, I’ve got to warn you. † Copyright ? 2002 Page 14 In one case I asked somebody point blank, â€Å"What did you do? And he said, â€Å"What I did, I don’t know if it’s the right thing or not, but I said, ‘Look, there are a lot of layoffs now in some of our competing firms, and I wouldn’t be surprised if we had some here. Are you really sure you want to get that far out on a limb? ’† Now, is that he roism? Of course not. Is it leadership? Well, you’re trying to make a difference in this person’s life. You’re not trying to make the decision for him, and you can’t make the decision for him by telling him what’s going to happen. You’re trying to get him to think a little bit. And often that’s what quiet leaders do. Instead of telling people the answer, they find ways to get other people to think a little bit. It’s creative. It’s a way of finding a little wiggle room. You’re not the hero who’s saving this person, this family. You’re not the corporate hero maintaining the duty of confidentiality. You can judge for yourself. But I take it as a way of imaginatively and quickly, on the spot, recasting the situation. Let me summarize just very briefly. I don’t think quiet leadership is the only way. There’s lots of situations where what needs to be done is clear. And you’ve got to get it done, or you get it done through other people. And I don’t mean to detract for a moment from the great heroes who have made the world a much better place. But I am saying that we need a broader view, and I’m encouraging you to look in your organizations for people who don’t make noise, who you may not have noticed, who tend to operate quietly, behind the scenes, without asking a lot for themselves, but who are the kind of unseen cogs and gears that keep people going. People who, when they face, not a big problem that everybody gets excited about, but an everyday problem, bring to it a little extra effort, a little more care, a little more imagination, a little more analysis. These little brush strokes cumulatively make things a much better place. I’m suggesting you look for them, try to learn from them, and even try to reward them. One quiet leader used a phrase that actually ended up as the cover art in my book; you see those footprints over there on the side. He said what quiet leaders try to do is they try to leave a trace on the beach. And I really like that phrase, because it captures a degree of modesty. We’re not trying to change the world. It captures a degree of realism. The waves and the wind will come and wash away stuff on the beach. But despite that, these folks are determined. They’re tenacious. They look for ways to get the things done that need to be done. So they are willing to leave traces on the beach, even though these are only traces. Put differently, they care about small things. And that’s the final thing I want to say, both about quiet leaders and, as kind of a caution or asterisk about great leaders and the heroic approach: that it tends to distort your view. Copyright ? 2002 Page 15 The last thing I want to put up is a quote from a remarkable but little known American named Bruce Barton. He started a big advertising firm. He ran for Congress. He was a very successful writer at the end of his life on religious subjects. And this is what he said: â€Å"Sometimes when I consider what tremendous consequences come from little things, a chance word, a tap on the shoulder, or a penny dropped at a newsstand, I am tempted to think that there are no little things. That, I think, is almost the diametrically opposite view of the folks who say, â€Å"Look on the pedestal. Look at the defining moments. Look at the catalytic events. Look at the big folks in history. † It’s pretty easy, I think, to miss the wisdom that lies behind this view. So, learn from leaders. Use them as models. Use the great leaders to teach yourself, to teach people in organizations, to teach your kids. But, don’t forget the quiet leaders, they matter too. Thank you very much. Copyright ? 2002 Page 16

Disney Park in Hong Kong Case Study Example | Topics and Well Written Essays - 750 words

Disney Park in Hong Kong - Case Study Example Tourists might just switch to Shanghai as a key tourism destination. Moreover, the increased flow of tourists more likely will have a negative environmental impact due to increased pollution, consumption, waste, and increased infrastructure (Horner & Swarbrooke, 2004). Â  The arguments for locating a new Disney park in Hong Kong are the following: increase of the national income due to increased leisure tourism activity, creation of new jobs in the area, enhancement of the international image of Hong Kong, and some others economic and social benefits. The arguments against locating a new Disney park in Hong Kong are mainly associated with the risks of this project, as it might be not as profitable as expected due to similar attractions in China, Shanghai. The government has offered some exclusive terms for Disney location and has taken serious obligations towards building the infrastructure required. However, Disneyland in Shanghai might become a too serious competitor to Hong Kong (Horner & Swarbrooke, 2004). Â  The potential risks for the Disney organization of entering into a joint venture with the government to develop the new park in Hong Kong are associated with the extremely high dependence of the company on the government. Minority stakeholder’s share (43%) sets Disney’s management in more vulnerable and dependent position. Disney has its strong corporate culture and other organizational principles. The vision of Disney and Hong Kong government may vary, and thus cause a conflict between the parties. Â  The Hong Kong Disneyland turned out to be a not as successful project as it was expected.

Medicaid in Texas Essay Example | Topics and Well Written Essays - 1250 words

Medicaid in Texas - Essay Example While some states spend as much as 75 percent of every new tax dollar on Medicaid, in Texas the amount is just over 25 percent, still a substantial amount (Recap of 80th Texas Legislature). Budgetary concerns and federal mandates have forced the Texas legislature to successfully implement significant Medicaid reform in the last ten years. The overriding problem for Texas, and Medicaid's biggest impact, has been the escalating costs during the last ten years. Since 1998, the total Medicaid budget in Texas has nearly doubled, and the 80th legislature session in 2007 budgeted almost $20 billion dollars for the program for 2008 of which over $8 billion was from Texas state taxes (State & Federal Medicaid Spending in Texas; Recap of 80th Texas Legislature). Texas's biennial process, and their low level of per capita state taxes has presented Texas with significant financial challenges as they are forced to budget well in advance during uncertain economic times (Kaiser Commission 1). Affected by this uncertainty are the citizens in Texas where Medicaid, "provides health coverage for one out of every three children in Texas, pays for more than half of all births and covers two-thirds of all nursing home care" (State & Federal Medicaid Spending in Texas). The once simple program has expanded to become a complex institution w ith complicated eligibility requirements and federal guidelines. ... In an effort to bring more children under the Medicaid umbrella, the federal government enacted the State Children's Health Insurance Program (SCHIP) in 1997 to cover children who lived in families that earned too much money to qualify for Medicaid assistance. By 2005, 72 percent of the non-elderly participants in Medicaid were children who were eligible for "a full range of health services including regular checkups, immunizations, prescription drugs, lab tests, X-rays, hospital visits and more" (State & Federal Medicaid Spending in Texas). In 2001, the 77th legislature further expanded access to the children's program by eliminating the "face-to-face interview requirements for application and recertification of children's Medicaid benefits in an effort to ensure that Texas Medicaid eligibility verification procedures will be no more difficult than those of the Children Health Insurance Program" (Stout 31). Today, children comprise the largest portion of aid recipients, but the majo rity of the costs are incurred by the elderly and nursing home care. This has prompted Texas to fully implement the SCHIP program and fundamentally change the way Texas finances their health care. Medicaid, and the SCHIP program, have helped move Texas from a system of public hospitals and county health support systems to a system of expanded public coverage (Kaiser Commission). In Texas more than 25 percent of the population is uninsured and their reliance on emergency room care and safety net providers has led to poorer health, higher cost of care, and an increase in insurance premiums in an effort to shift the cost of health care to insurance premium holders (Texas Health and Human Services Commission (1) 3). To alleviate these pressures, Texas has

Architecture Good Practices on Project Management Research Paper

Architecture Good Practices on Project Management - Research Paper Example Project managers make use of various tools to achieve organizational goals. â€Å"I Opt† is one such tool that facilitates the process of teambuilding (Kliem and Anderson). Project managers in the contemporary organizational environment use this tool to process information and make decisions that influence teambuilding. Success of a project fundamentally depends upon the skills of people as they are â€Å"the most critical project management resource† (Nauman and Khan 1). There is a lot of variation in the types of skills a project manager is expected to exhibit. The planning and management processes are much different from other processes like issuance of customer invoices both in nature and scope (Cooke-Davies and Arzymanow 172). In order to gain customers’ satisfaction, the project manager needs to exhibit both good business and technical skills. Such an integrated framework is shown in the figure below: Integrated framework (Angelides 79). Likewise, effective project communication is a fundamental part of good project management practice. â€Å"Project communications management is required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information† (Peltoniemi and Jokinen). Works cited: Angelides, Demos C.