The Assassination of Leon Trotsky

The Assassination of Leon Trotsky Leon Trotsky, a leader of the 1917 Russian Revolution, had been one of the possible successors to V. I. Lenin. When Joseph Stalin won the power struggle for Soviet leadership, Trotsky was exiled from the Soviet Union. Exile wasnt enough for Stalin, however, and he sent assassins to kill Trotsky. Trotsky was attacked  on August 20, 1940, by an ice pick; he died a day later. The Assassination of Leon Trotsky Around 5:30 p.m. on August 20, 1940, Leon Trotsky was sitting at his desk in his study, helping Ramon Mercader (known to him as Frank Jackson) edit an article. Mercader waited until Trotsky started to read the article, then snuck up behind Trotsky and slammed a mountaineering ice pick into Trotskys skull. Trotsky fought back and even remained standing long enough to say his murderers name to those coming to his aid. When Trotskys bodyguards found Mercader, they began beating him and only stopped when Trotsky himself said, Dont kill him. He must talk! Trotsky was taken to a local hospital, where the doctors tried to save him by twice operating on his brain. Unfortunately, the damage was too severe. Trotsky died at the hospital on August 21, 1940, just over 25 hours after being attacked. Trotsky was 60 years old. The Assassin Mercader was handed over to the Mexican police and claimed his name was Jacques Mornard (his real identity wasnt discovered until 1953). Mercader was found guilty of murder and sentenced to 20 years in jail. He was released from jail in 1960.

Why You Should Stop Smiling So Much at Work

Why You Should Stop Smiling So Much at Work Everybody knows it’s useful to smile and be positive, especially in an interview situation- and even sometimes when speaking on the phone. But there is such a thing, if you can believe it, as smiling too much. Studies suggest that people who appear super, super happy all the time can often appear naà ¯ve. Or people assume that extremely happy people tend to be overly trusting and shelter themselves from negative realities.That’s a problem. But the bigger problem is that people in your office might be more apt to take advantage of you if they think they simply can. You might be used to help a coworker look better at your expense, or you might get more easily exploited when it comes time to divvy up projects and tasks.You should also try and cut back on the smile wattage in the interview process as well- just to be safe. Don’t be negative or cold in any way, but maybe don’t go in grinning ear to ear and keep it up for the entire process.Try to find a happy medium between a big wide grin and a joyless pout. Don’t be so animated that you overwhelm people and make it seem like you’re performing. But don’t be so closed off that you risk not showing your enthusiasm and warmth.Find a happy medium and you should be a-okay.

Surveillance and intelligence Term Paper Example | Topics and Well Written Essays - 1000 words

Surveillance and intelligence - Term Paper Example Festinger in his analysis of the cognitive dissonance theory gave the analogy of a fearful person, who could not find commensurate cause for his fear. The person’s knowledge that he is fearful is incompatible with his knowledge that there is nothing to fear. (Wicklund and Brehm1). Cognition or elements of knowledge refer to knowledge one has concerning the environment or himself (Wicklund and Brehm 3). Critical thinkers need to understand the cognitive dissonance and how it impacts on our response to domestic and international developments. According to Festinger, it is this uncertainty in knowledge that culminates in a psychological state known as cognitive dissonance. Cognition also varies in extent to which it has resistance to knowledge. For example, a person’s knowledge of the greenness of grass is immensely resistant to change; a person with normal vision would find it difficult to visualize grass as being any other color than green. Generally, there are two disti nct sources of resistance to change. The first source of resistance to change is difficulty in altering events cognized. What is commonly referred to as facts, for example, the grass is green, those worldly aspects that give us firm and clear cognitions. On the other hand, highly ambiguous events, for example, what will be the quality of life on earth a century from now?, is not clear. The second source of resistance to change is the clarity of reality presented by cognition. Cognitions concerning historical events are immensely resistant to change. On the other hand, contemporaneous events and cognitions related to them are easier to change. For example, if one finds that the air conditioner is too noisy, he or she can simply decide to turn it off. The original statement of Festinger’s cognitive dissonance theory thus notably proposed resistance to change of cognitions and proportion of cognitions that are dissonant. Inclusion of the latter proposition distinguishes cognitiv e dissonance theory from other theories of cognitive balance, and makes it a fertile source of research. Cognitive dissonance theory however overlooks some aspects that characterize it from other theories of cognitive balance (Wicklund and Brehm 3). 2. Go into either â€Å"Factcheck.org† or â€Å"Politifact.com† and checkout one of the â€Å"Pants on fire† presentations. Write a short note why the original claim cannot be substantiated (30 points). The United States of America Congress financial services committee chairman in a house of congress floor speech commented that â€Å"members of Congress†¦Ã¢â‚¬ ¦are going to be the only people in America to get subsidies in the Obamacare exchanges† (â€Å"GOP rep. Jeb Hensarling Assails,† politifact.com). Obama and his allies created a system in which most Americans who have insurance remain on their existing health insurance plans. The marketplaces were created for Americans who lacked insurance en tirely. Subsidies in Obamacare were rolled out in October 1st, 2013; the same day the shutdown began. Any American with a specified income range and who purchases insurance on the Obamacare market place will be eligible for subsidies in the form of tax credits. Staffers and legislators do not qualify for the stipulated subsidies or tax credits, since their income is very high. Instead they qualify for employer-cost sharing; that is, employer sponsored health insurance plans that long preceded the Obama care health system. Obamacare is

Chanel #5 Essay Example | Topics and Well Written Essays - 500 words

Chanel #5 - Essay Example s a public communication mode owing to the high amount of people receiving the message at the same time and is used by Chanel #5 to make the clients understand they know and fee their motives for purchasing the business’ products (Hughes., & Fill, 2008: 28). Advertising allows Chanel #5 to reach a large amount of geographically displaced customers at the lowest cost. Posters are used as a communication channel at Chanel #5 containing graphic and text elements describing the products quality, design, user experience, and contact information to the company (Green, 2012:14). Television is used as a communication channel of advertising through infomercials aimed at promoting Chanel #5’s products. Infomercials promote the products through discussing product pricing, benefits, user experience, and purchase lines. Television advertising allows for a large consumer reach. Sponsorship of events and programs by Chanel #5 allows for the recognition of the business by both participants and those interacting with the event allowing product information to be sent through T-shirts and other materials promoting the event. Product design involves effective and efficient development of new ideas by Chanel #5 to produce new products that meet consumer taste and preferences resulting in increased in loyalty and commitment of consumers to the company. This communication channel acts as a competitive advantage of the business and augments consumer acceptance of the Chanel #5’s products. Website: Chanel #5 provides information on the products quality, design, offers for the customers, information on promotions and programs, and allows satisfied clients to provide their testimonials (Varey, 2002: 74). The website also allows Chanel #5 to communicate company information including store location, new product offerings, and corporate responsibility activities. The Chanel #5s website is also used for communication with the customer to allow customer feedback for incorporation in

European Cinema Essay Example for Free

European Cinema Essay The characteristics and development of cinema can be initially determined from its dependence on the technological advancements that have contributed to the art. However, despite technology’s major influence in all aspects of filmmaking, cinema from different parts of the world can be identified through the distinctive approaches of filmmakers and screenplay writers. European and American cinematic traditions for instance differ from one another in terms of manner of how the elements are employed. Although there are several similarities between the two traditions, there are distinct elements that characterize European films from American films. Primarily the distinct characteristic of European films incline on the influence of the continent’s history and various social changes in the continent. The European tradition tends to seek lessons from the past to give light to the present. Likewise, European films artistically communicate the present, or the current state of affairs as a portal by which the viewers come into an understanding of past events. American cinema meanwhile as characterized by Hollywood establishes filmmaking as a form of merchandise, in which films are treated as commodity’s produced and manufactured by a particular company. American films tend to appeal to the audience through the use of publicity such as the actors’ popularity and appeal to the public. But more importantly, American cinema has never actually tackled social issues until it was influenced by European filmmaking traditions. Hence, an argument regarding the traditions of both regions emerges; cinema becomes an effective commodity such as the case of Hollywood, or as an art form, as usually practiced in Europe. The aforementioned developments in these two regions of the world therefore represent the framework as to how film connects with the society and how else film functions both as a commercial product and as a piece of art. Primarily, the styles and themes of European cinema following the Second World War have been characterized by several factors. These factors include the director’s creative vision, a particular nation’s perception of its cultural identity, the series of events that brought social awareness to the nations and the political as well as aesthetic departure from conventional techniques that have become cliches. As much as technology influences the quality, substance, and aesthetics of European films, filmmakers remained reflective of the dynamics of society that they represent. The German Expressionist filmmakers for example bring the director’s emotions to the viewers’ sphere through the unrealistic mise-en-scenes which laid the establishment of focus for the film’s artificial constructed look as well as the gestural acting styles of the characters (Forbes Street 2000). However, the geography and varying social belief systems fragment European cinema largely because the locations of countries together with the colorful, yet, violent history suggests produces different social beliefs from cities and nations across Europe. For instance, the height of World War II and the Nazi campaign in Europe saw the production and release of films that promote the regime’s propaganda, anything that had anti-Nazi implications and underlying messages were banned. Given the strangling events during the time, the end of the war and the decline of the National Socialist (Nazi) regime proved to be the turning point for the European cinema as various techniques and visual styles have emerged as a result of the war and the diminished restrictions gave more liberal advantage for filmmakers. One of the products of Europe’s war torn history is the Italian neo-realist movement which entailed the conditions of the working class and the impoverished people in a post war set up. Italian neo-realism is notable for reflecting such realities as filmmakers did not reflect the times through the elements of character, plot, or narrative but through filmmaking techniques like location shoots instead of sophisticated studio shoots and the use of dialogue dubbing instead of the use of high-end audio equipment (Forbes Street 2000). The Polish Film School is another film movement that emerged out of the war. Being influenced by Italy’s neo-realism, the Polish Film School savored the drastic liberal changes in Poland after the war by communicating the difficulties of Poland and her people during the Second World War (Forbes Street 2000). While the Italian neo-realists reflected the socio-economic conditions of people through the technique’s used in making and producing films, the Polish Film School used narratives and plot structures to depict important factors during and after the war such as the role of the resistance group Armia Krajowa after the war and the tragic incidents of the war such as the Nazi concentration camps. The 60s also provided a new phase to European cinema as the French and Czechoslovak New Waves as well as the New German Cinema emerged to artistic prominence. These new artistic styles, while they provide evolutionary techniques for European cinema, provided signature styles of the respective countries. But as much as the styles maintained the cultural identity of the respective countries, the French, German, and Czechoslovakian films, like the Italian neo-realism and the Polish Film School, also utilized low production values such as small budgets but still managed to employ social reflections and representations (Forbes Street 2000).

The Great Debaters: The Wiley College Debate Team Essay -- Film, Movie

Introduction Conflict is inevitable in any personal relationship or among members of any group. While we encounter many types of conflict in our lifetime, we often look for ways to avoid conflict. So, why do we run away from dealing with our conflict? It is often because many of us fear the conflict will escalate into a situation we will not be able to sustain. â€Å"As conflicts escalate, they go through certain incremental transformations. Although these transformations occur separately on each side, they affect the conflict as a whole because they are usually mirrored by the other side. As a result of these transformations, the conflict is intensified in ways that are sometimes exceedingly difficult to undo† (Pruitt, and Kim 89). We see many of these intense moments of escalating conflict throughout the story of The Great Debaters. The Great Debaters is based on a true story of three African-American students faced with the escalating conflict of racism in the 1930’s, w ith their English College Professor, Melvin B. Tolson bringing them together to create the first African-American debate team. â€Å"An outspoken Wiley College professor who boldly challenged the discriminatory Jim Crow laws of the 1930s, Tolson's recognizes that his young debate students possess the spark of a new generation. Convinced that they could invoke great change if given the confidence and tools needed to do so, the tireless educator implores his students to take responsibility for the future while furtively attempting to protect them from his clandestine role as an organizer for the Southern Tenant Farmers Union. Chief among Tolson's promising young students is a 14-year-old prodigy named James Farmer, Jr. Farmer's father, James Sr., is a renown... ...y successful in eliminating the escalating conflict they were faced with; they were also given an opportunity to address the racism and oppression they had experienced over the years. Works Cited Buchanan, Jason. "The Great Debaters Plot & Synopsis." Rev. of The Great Debaters. Moviefone. AOL Inc., 13 May 2008. Web. 11 July 2010. . Pruitt, Dean G, and Sung Hee Kim. Social Conflict: Escalation, Stalemate, and Settlement. 3rd ed. 2004. New York: McGraw-Hill Higher Education, 2004. Print. The Great Debaters - Negroes should be admitted to the same college as whites. Denzel Washington. MGM, 2007. YouTube. Web. 11 July 2010. . Watkins, Karen. â€Å"When Co-Workers Clash.† Training and Development Journal, 2003: 26-27. Web. 11 July 2010.

Business Requirements Document Essay

Business requirements are the critical activities of an enterprise that must be performed to meet the organizational objective(s). The BRD should remain solution independent. In the context of the project scoping for hardware procurement and installation, this is about identifying and documenting the business requirements of customers, employees, and vendors early in the development cycle to guide the design of the future state. Business requirements are captured by analyzing the current business activities and processes of the as-is state (current process) and defining a target state (to-be process) that will deliver the planned business outcomes that contribute to the organizational objectives. Objectives of the BRD: Stakeholders to gain agreement with stakeholders about what will and will not be delivered Vendors to provide a foundation to communicate to a vendor (or in-house provider) what the solution needs to do to satisfy the customer’s and business’ needs Sponsors to provide input into the business case development phase of the project Customers to describe ‘what’ (not ‘how’) the customer/business needs will be met by the proposed solution Business Requirements Document (BRD) describes the high level requirements that senior management would understand, for example, SS relationship: The BRD is the foundation for all subsequent project deliverables, describing what inputs and outputs are associated with each process function. The BRD describes what the system would look like from a business perspective, distinguishing between the business solution and the technical solution. Business requirements often include: business context, scope, and background, including reasons for change key business stakeholders that have specific requirements success factors for a future/target state constraints imposed by the business processes or other systems business process models and analysis defining either ‘as-is’ and ‘to-be’ business processes glossaries of business terms, local terminology or acronyms Data flow diagrams to illustrate how data flows through the information systems (different from flowcharts depicting algorithmic flow of business activities). A broad cross section of the business should be involved in the development of the BRD. Categories of Business Requirements There are five levels of requirements that are typically captured at different stages of the BRD development. These are: Level 0 business requirements High-level statements of the goals, objectives, or needs of an organization. They usually describe opportunities that an organization wants to be realized or problems that they want to be solved. Level 1 User (Stakeholder) requirements Mid-level statements of the needs of a particular stakeholder or group of stakeholders. They usually describe levels of interaction with the intended solution. Often acting as a mid-point between the high-level business requirements and more detailed solution requirements. Level 2 Functional (solution) requirements Usually detailed statements of the behavior and information that the solution will need. Level 3 Quality-of-service (non-functional) requirements Usually detailed statements of the conditions under which the solution must remain effective, qualities that the solution must have, or constraints within which it must operate. Examples include reliability, testability, maintainability, availability requirements. They are also known as characteristics, constraints or the non-functional requirements, and Level 4 Implementation (transition) requirements Usually detailed statements of capabilities or behavior required to enable transition from the current state to the desired future state. Examples include recruitment, role changes, and migration of data from one system to  another. The success of a BRD is dependent on the agreement of the business to the need for change and the expected business outcome(s). The BRD provides the opportunity to review the project charter to ensure that the objective, goals/outcomes, scope, project team, and approvers are accurately reflected. Prerequisites for BRD Important pre-requisites for a successful BRD are set out below: A current environment assessment. This includes a detailed process map of the current environment highlighting areas that will be affected by the project. The detailed â€Å"as is† process maps should include: clearly defined start and end points of the process; level 1 and level 2 requirements and stakeholder process functions; defined areas of rework and redundant business processes to be removed; cycle time, capacity and rework information for each process step as available, and Baseline for critical metrics for the current environment. Critical quality or performance metrics validated with baseline measurements, targets and specifications. These include: data defining and describing current performance such as how the product/service’s characteristics are to be quantified; specifying the target for the product/service performance and the acceptable tolerances, and The allowable tolerance for service levels, for example how often the product/service is allowed outside the specification limits. The target environment assessment, including critical quality or performance metrics validated with baseline measurements, targets and specifications. These include: data defining and describing the expected performance such as how the product/service’s characteristics are to be quantified; specifying the target for the product/service performance and the acceptable tolerances, and The allowable tolerance for service levels, for example how often the product/service is allowed outside the specification limits. A detailed process map of the target environment. The following figure 4 illustrates a useful way of framing a process flow. Example of a process flow Other BRD considerations The BRD contains a number of project details – such as constraints, assumptions and dependencies, business rules, scope, measurements reporting and other topics critical to the project. The following should be considered in the context of the overall project and, where appropriate, clearly documented. Any external constraints (e.g. regulatory, legal or locational constraints). Constraints and assumptions relating to the complexity of business requirements, interdependence with other systems, timing of events, the scalability of technical options, reporting requirements and any service limits that may apply. Constraints and assumptions relating to the user numbers (staff and customers), users’ existing capability and training required, degree of user support required IT skills availability and location. An example of the difference between a constraint and an assumption is: an assumption could be the number of users that an online service will have: 10,000 logged-on users per day and no more than 5,000 at any given time, and A constraint relating to the number of users may be that the system has a maximum capacity of 20,000 logged-on users at a given time. Reference CONCEPTUALISE ICT projects technical guidance Business case development; The Secretary Department of Treasury and Finance 1 Treasury Place Melbourne Victoria 3002. Copyright  © State of Victoria 2012.

Cromwells contribution was greater off the battlefield than on it Essay

â€Å"Cromwell’s contribution was greater off the battlefield than on it†. How far do you agree with this view of Cromwell’s role in the First Civil War? Many historians have argued that Cromwell’s rise to prominence was through his work during the First Civil War (1642-1646). This work can be split into two sections: on the battlefield and off the battlefield. On the battlefield, his main success came during the Battle of Marston Moor and Battle of Naseby, whilst off the battlefield he was instrumental in passing the Self-Denying Ordinance which created the path to victory for Parliament. Cromwell’s early military engagements in East Anglia had been relatively successful compared to other parliamentary generals during the first two years of the First Civil War. The Eastern Association, Cromwell’s army, were successful in several minor battles, namely Gainsborough, Winceby and Grantham. This prevented the Royalists from controlling Lincolnshire. These victories had provided much-needed propaganda for parliamentary newspapers, during a year in which the Royalists were clearly the stronger side. In addition, Cromwell also stopped the proclamation of the Royalist commission of array in Hertfordshire. However, it should be noted that these triumphs were trivial, and when placed in the context of the entire war its only function was to delay the southward march of the Earl of Newcastle’s army. Nevertheless, Cromwell’s prominence was enhanced significantly since he was the only parliamentary general to have any success in 1643. His other military successes in 1643 include establishing the northern frontier of the Eastern Association at the River Nene. The victory at Crowland Abbey entrenched parliamentary control in East Anglia, indicating that Cromwell was clearly successful in preventing Royalist forces from taking over Lincolnshire. Again, this had provided the Parliament Scout with propaganda. This propaganda gave Cromwell an increased military reputation, which helped him in the political arena during the latter years of the First Civil War. The Battle of Marston Moor, July 1644, changed Cromwell’s career both as a politician and a military general. Cromwell’s unique ability to regroup of his soldiers after attacking Byron’s cavalry in order to attack George Goring from the rear was the main catalyst for the victory. Although this battle did not decide the final fate of the First Civil War, it gave parliament hope and confidence; after the battle parliamentary soldiers were euphoric. This suggests that, just as in 1643, Cromwell’s military leadership not only resulted in victories but also increased the morale and confidence of the parliamentary army in general. Following this victory Cromwell’s political and military reputation were elevated to new heights. Whilst the Battle of Marston Moor was not the turning point in the First Civil War, the Battle of Naseby (June 1645) certainly was. Yet again, Cromwell was instrumental in winning the battle for parliament. Just like at Marston Moor, Cromwell’s horse was able to attack the Royalist from the rear, breaking the initial Royalist momentum. Since royalist infantry were either or slaughtered or surrendered, the King was never able to field a full size army again, implying that at Naseby Cromwell had effectively won the war for parliament. Furthermore, by capturing the King’s baggage train, Parliament were able to publish the details of the Charles’ correspondence with the Irish Catholics and hence giving Parliament more support from the people. Evidently, one can see that Cromwell was at the heart of the victory at Naseby, which ensured that parliament won the First Civil War. It may appear that all Cromwell’s military actions all resulted in victories. This is not the case. Even in 1643, Cromwell had some failures as a soldier. Although he was successful in East Anglia, he completely failed whenever he tried to participate in wider military engagements. By the summer of that year, his military position was as dire as other parliamentary generals, and thus was in no position to provide military support. Meanwhile, Cromwell’s military failures after Marston Moor include the Battle of Newbury and Battle of Donnington Castle. However, these failures were minor and did not have as much an impact as his victories. For instance, the Battle of Marston Moor was not decisive, so the loss at Donnington Castle did not mean that parliament lost the opportunity to win the war. On the other hand, Essex’s loss at Lostwithiel was much more consequential since it negated the advantage gained at Marston Moor. One might wonder whether if Essex had not lost at Lostwithiel, parliament would have won the war much earlier due to the advantage gained at Marston Moor. Therefore, Cromwell’s military failures are cancelled out by his more important successes. These military successes turned Cromwell into a parliamentary hero. As a result, he was able to advance his political influence. In the political arena, Cromwell was able to a more integral part than before the civil war. Cromwell’s main political achievements occurred in the Self-Denying Ordinance, in which he secured a pathway to victory for parliament. The Self-Denying Ordinance forbade any MP to hold an army command. This meant the likes of Manchester and Essex were forced to relieve their military commands. Consequently, the peace party lost control of parliament’s army, leaving the war party, who wanted outright victory first, in control of the army. This meant that the parliamentary army was united in its aims, implying that Cromwell had set the framework for parliament’s future military engagements. The Self-Denying Ordinance also allowed for the creation of the New Model Army, whose excellence was witnessed at the Battle of Naseby, again indicating Cromwell’s ability in the political arena. The Self-Denying Ordinance was not Cromwell’s only political accomplishment. In January 1644, Cromwell is involved in raising monthly assessments by 50%. This helped parliamentary finances which were in short supply. Cromwell also attacked many other parliamentary generals who he felt had played insignificant and incompetent roles in battles. All of these happened because of Cromwell’s increased political status, as seen by his position in the Committee of Both Kingdoms. Therefore, it seems that Cromwell played key roles in political events during the civil war. However, it is important to remember that the Self-Denying Ordinance was not devised by Cromwell but instead by his parliamentary allies, notably Viscount Saye and Sele. Although he was involved in its passage through parliament, Cromwell was merely the most prominent beneficiary. In parliament Cromwell was supported by at least 9 connections. Without these connections it could be argued that Cromwell would not have received such political importance. Furthermore, it was Cromwell’s military success that allowed him to be influential in parliament, thus implying that his political status was dependent upon his military prowess. His military triumphs also helped him when Essex and Denzil Holles debated whether or not to impeach him. They had decided not to proceed because of Cromwell’s military importance to the parliamentary army, suggesting that his military contribution cannot be replaced. In addition, before the First Civil War, Cromwell lacked many essential political skills as seen by many of his mistakes. Cromwell’s paucity of political aptitude is also seen when he attacks Manchester in November 1644. This attack split parliament into rival two factions: peace party and war party, which would have consequences after the war. Although Cromwell did try to unite the factions together, he was responsible for the breakout in the first place, thus implying a negative contribution off the battlefield. Therefore, one finds that Cromwell’s contribution off the battlefield is not as desirable as his military contribution. His political contribution alone could not have won the war for parliament, whereas his military contribution on its own could have won the war for parliament. In conclusion, Cromwell’s role on the battlefield and in the political arena cannot be underestimated; in both areas he was useful and helpful towards parliament’s cause. However, Cromwell’s role main role was on the battlefield where he led many parliamentary armies to victories in full-scale battles as well as minor skirmishes, which eventually ensured triumph for parliament over the king. These victories allowed him to acquire an increased status not only militarily but also politically, which gave him more influences in parliamentary affairs on and off the battlefield. Nevertheless, politically he did not architect any notable event, even the Self-Denying Ordinance wasn’t devised by Cromwell. On the other hand, militarily he guided a parliamentary side from near defeat in 1643 to victory three years later. Thus, this gives the impression that Cromwell’s contribution was greater on the battlefield.

A Project Management Overview of the Xp Software Development Methodology Essays

A Project Management Overview of the Xp Software Development Methodology Essays A Project Management Overview of the Xp Software Development Methodology Paper A Project Management Overview of the Xp Software Development Methodology Paper A Project Management Overview of XP Software Development Methodology This paper will discuss at a high-level how software development projects are run when implementing the extreme programming (XP) methodology, and explain during which step, XP covers the Project Management Institute’s (PMI) process groups, and management knowledge areas (MKA) [9]. After the XP process is discussed, XP’s unique way of developing code, its documentation management, and user-centric approach are explained. Since XP is written as being easy to implement, a short discussion of where the real work occurs is included, then guidance on what types projects it is best to implement XP. A brief overview of agile methodologies (AM), of which XP is but one, is included first. Agile Methodologies The characteristics of AM are that they the value â€Å"(a) individuals and interaction over processes and tools, (b) working software over comprehensive documentation, (c) customer collaboration over contract negotiation, and (d) responding to change over following a plan†[1]. AM concentrate on developing functionality over managing the development of functionality. The management of traditional software projects favors a well-planned approach – typically called the â€Å"waterfall approach† – documenting all project details before development starts. AM advocates creating a high level design of the whole system, then working on functionality in ascending order from highest to lowest in customer perceived business value. All AM assume requirements will change constantly so shorter development cycles are instituted to accommodate for the new or changed requirements. AM also assume close contact with the business (for the purposes of this paper, business, client, user are used interchangeably) to answer any questions, and help resolve issues related to design, cost, and scheduling. XP Step One – The Planning Game The first step of an XP project encapsulates the PMI Initiating and Planning processes and is called the planning game. The planning game is a meeting in which desired functionality is discussed and analyzed via the creation of user stories [1]. Participants are users, project and development managers, architects, and developers. Other stakeholders, from the business or development side who can add value to the design of the functionality of the proposed system, are included when needed [3]. After business prioritizes the user stories, development estimates how many top priority user stories can be achieved within the first iteration/coding cycle (iteration velocity [5]). This process continues until all user stories are planned for in subsequent iterations, thus creating the project plan. At the beginning of each iteration, another planning game is instituted to get the detailed functionality for each user story to be implemented [5]. This set of user stories/requirements does not change during the iteration. PMI MKAs touched on during the planning games are scope, time, cost, quality, communication, and risk. Time, scope, and cost are documented as an outcome of deciding what user stories are to be solved and when, and how much it will cost for each story. Quality is documented as an outcome through the creation of acceptance tests with measure(s) of quality built in to each test. True XP projects have at least one business representative sitting with the development team which aids in addressing most communication issues. Risk management is thought through in the game and if needed, a spike solution is explored to determine how risky a certain technical aspect of the user story is [4]. A spike solution is a coding effort that is worked on just enough until a high-level design of the potential risk can be foreseen. XP Step Two – Code Iteration Each coding iteration is at most three weeks long. This is when the PMI Execution process occurs via iteration tracking and daily meetings. The daily meetings are called ‘stand-up meetings’ and everyone stands in a circle. They include people working directly on code and the project manager only. The set agenda for each meeting covers what was completed since the last meeting, what is scheduled for the day, and what problems are anticipated so others can offer guidance. Iteration tracking consists of teams reporting on which tasks leading up to a certain piece of functionality have been completed. The team decides to report task completion on a daily, twice a week, or weekly basis [7]. XP Steps Three and Four – Testing Closing Business and development will create acceptance tests for each user story which the programmers (or the test team) will test on a daily basis with each code drop [6]. This is when the PMI Monitoring and Controlling process occurs, and is carried out by passing unit and acceptance tests before a piece of functionality is considered complete. Unit tests are created and run by each developer making sure no errors will be found during the acceptance tests. Acceptance tests show the user that each story’s functionality was developed correctly and meets agreed upon measures of quality. During closing and for proper hand off to the maintenance team, user stories are put in proper order. Then the final high-level architecture and any special design, or code related considerations are documented. Remember, at the end of each iteration, all new features work. It is up to the user when to deploy them. The creation of and carrying out of the unit and acceptance tests is how XP addresses the PMI Quality MKA. The PMI Communication MKA is touched on during the first planning game, stand-up meetings and as a natural outcome of pair programming. Coding in XP – Pair Programming Pair programming is intended to improve communication throughout the development team, develop collective code ownership, and improve maintainability [3]. The main challenge to pair programming is convincing programmers who typically work alone, to work with others on a rotating basis [3]. Some like the social interaction and skill improvement, while others find it difficult to work with other peoples’ styles and see it as a threat to their positions [3]. Documentation in XP – Output of Each Step XP views documentation during the normal plan-driven method as duplicating effort. With the short development cycle in XP, documentation slows the process down. In XP, all decisions are documented as the output of each step in the process and in coordination with the user. For instance, design documentation is in the user stories, which are created with the user, and with all subsequent design decisions written as notes attached to the story [8]. If a user requires documentation produced as an output of the process, that request goes through the same process as a feature request, in a planning game with development estimating effort/cost, and the user deciding if it is truly worth the time and effort. The main point with AM in general and XP in particular, is that â€Å"face-to-face communication, interaction, and the sharing of ideas eliminates the need for documentation that is required for the traditional models† [1, 8]. XP Is User-Centric The user is in control of the process and cost when XP is used, as she decides what goes into each iteration, and how often she wants to see a working version [2]. At the end of an iteration, acceptance tests are run and the user decides if the functionality is acceptable or not. If not, then additional work is documented in the user story and it is scheduled for another iteration. It is added in the next iteration if the user decides it is absolutely mandatory. At the beginning of each iteration, the user is queried again to make sure the functionality about to be developed is what is indeed expected. Since the user is in control of what work is scheduled for each iteration, she is in control of the cost as well. XP – Is It Really That Easy? So, where is the ‘real’ work in XP? The following paragraph is this author’s opinion, based on experience. The planning games can be recipes for disaster. Requiring many people with such diverse backgrounds and experience to agree on many points in a short period of time could be daunting. Keeping people on track and not completely designing each piece of functionality is a hard thing to do as well. One of the key points in the games to remember is that developers need to know what are the requirements, i. e. what will make the user ‘happy’, for each piece of functionality, not jump ahead to what the final technical design will be. Since the user is integral to the creation of user stories and acceptance tests, it takes time, most likely the project manager’s or business analyst’s, to coach the user to proficiency in these matters. Convincing the user to accept shorter development cycles with less functionality can seem counter-intuitive to a person or business used to receiving the whole product delivered at once. For instance, the amount of time needed to develop all functionality on one web page, might require more than one iteration. The user is then tasked with deciding which functionality is enough for that web page to be useful. This is potentially disastrous as the user is actually being asked to OK less functionality – for the short-term – than desired. Daily stand-up meetings are held to figure out which problems need to be resolved quickly before they slow the process down. Running the daily stand-up meeting on a daily/weekly basis requires strong leadership, quality decision-making skills, and resolve. It also must be stated that a three week cycle is for coding only. Meaning planning games, user-run acceptance tests, and code migration to production server need to be incorporated in to the schedule. Documentation is handled in a completely different way than traditional methods with direct communication favored over change requests, addendums to design documentation, etc. It is easy for a programmer to forget to document a verbal decision with the user in code comments, or by updating a user story. XP – When to Use It? The final point to be made in this discussion is when to use the XP method. As with all AM, XP is best suited for projects with a tight schedule, uncertain requirements, a high degree of change, and significant risk [1]. Traditional plan driven projects are best suited for projects where â€Å"(a) Requirements are well understood, [and] (b) Frequent maintenance is expected in the future† [1]. Since XP is user-centric, it requires a technologically advanced customer and one comfortable with the software development lifecycle and processes. The customer should also be able to work effectively with the development team during planning games, as well as comfortable working with developers to resolve any questions or problems during each iteration. References: [1] V. Guntamukkala, J. H. Wen, M. J. Tarn (2006). An empirical study of selecting software development life cycle models. Human Systems Management 25, 265-278 [2] Cusumano, M. A. (2007). Technology Strategy and Management Extreme Programming Compared with Microsoft-Style Iterative Development. Communications of the ACM. 50 (10), 15. [3] Gittins R. , Bass J. , and Hope S. (2004). A Comparison of Software Development Process Experiences. LNCS 3092, pp. 231–236. [4] Wells D. (1999) Extreme Programming: Create A Spike Solution. extremeprogramming. org/rules/spike. html. Retrieved on Nov. 6, 2007. [5] Wake W. C. (2006). Agile Project Management, XP Style. http://xp123. com/xplor/xp0111a/index. shtml. Retrieved on Nov. 6, 2007. [6] Wake W. C. (1999). Intro. to Extreme Programming (XP). http://xp123. com/xplor/xp9912/index. shtml. Retrieved on Nov. 6, 2007. [7] VersionOne, Inc. ( ©2007) Iteration Tracking. versionone. com/Resources/IterationTracking. asp. Retrieved on Nov. 6, 2007 [8] Jefferies, R. (2001) Essential XP: Documentation xprogramming. com/xpmag/expDocumentationInXp. htm. Retrieved on Nov. 7, 2007 [9] Schwalbe, K. (2007). Information Technology Project Management. Boston:Thomson Course Technology.

Life of Cochise, Apache Warrior and Chief

Life of Cochise, Apache Warrior and Chief Cochise (ca. 1810–June 8, 1874), perhaps the most powerful Chiricahua Apache chief in recorded times, was an influential player in the history of the U.S. southwest. His leadership came during a critical period in North American history, when shifting political relationships between Native American and European Americans resulted in a complete reconfiguration of the region. Fast Facts: Cochise Known For: Chiricahua Apache chief from 1861–1864Born: ca. 1810 in southeastern Arizona or northwestern SonoraDied: June 8, 1874 in the Dragoon Mountains, ArizonaSpouses Names: Dos-teh-seh and a second wife, whose name is not knownChildrens Names: Taza, Naiche, Dash-den-zhoos, and Naithlotonz Early Years Cochise was born around 1810, in either southeast Arizona or northwest Sonora, Mexico. He was destined for leadership: his father, most likely a man named Pisago Cabezà ³n, was the head chief of the Chokonen band, one of four bands in the Apache tribe. Cochise had at least two younger brothers, Juan and Coyuntura (or Kin-o-Tera), and one younger sister. As is traditional, Cochise received his name Goci as a young adult, which in the Apache language means his nose. There are no known surviving photographs of Cochise, who was described as a striking-looking man with black hair to his shoulders, a high forehead, prominent cheekbones, and a large, handsome Roman nose.   Cochise wrote no letters. His life was documented during a series of interviews conducted during the end of his life. The information from those interviews is somewhat contradictory, including the spelling of his name (variations include Chuchese, Chis, and Cucchisle). Education The Apaches of the 19th century followed a traditional hunting and gathering lifestyle, which they supplemented with raids when hunting and gathering alone could not feed their families. Raiding involved attacking ranches and ambushing travelers in order to steal their supplies. The raids were violent and often left victims wounded, tortured, or killed.  Although there are no specific records about Cochises education, anthropological studies and oral and written histories from the Apache community describe the learning processes for prospective warriors, which Cochise would have experienced. Young boys in the Apache world were separated from young girls and began training in the use of the bow and arrow at the age of six or seven. They played games which emphasized speed and agility, physical strength and fitness, self-discipline and independence. At 14, Cochise likely began training as a warrior, starting as a novice (dikhoe) and practicing wrestling, bow and arrow contests, and foot races. Young men played the role of trainee at their first four raids. During the first raid, they performed menial camp chores, such as making beds, cooking, and standing guard. After completing his fourth raid, Cochise would have been considered an adult. Indian–White Relations At the time of Cochises youth, the political climate of southeastern Arizona and northeastern Sonora was fairly quiet. The region was under the control of the Spanish, who had skirmished with the Apaches and other tribes in the region but settled on a policy that brought a kind of peace. The Spanish aimed to replace Apache raiding with the provision of rations from established Spanish outposts called presidios.   This was a deliberately planned action on the part of the Spanish to disrupt and destroy the Apache social system. Rations were corn or wheat, meat, brown sugar, salt, and tobacco, as well as inferior guns, liquor, clothing and other items designed to make the Native Americans dependent on the Spanish. This did bring peace, which lasted nearly forty years, until near the end of the Mexican Revolution in 1821. The war seriously depleted the treasuries, rationing broke down slowly, and disappeared entirely when the Mexicans won the war.   As a result, the Apaches resumed their raiding, and the Mexicans retaliated. By 1831, when Cochise was 21 years old, hostilities were so extensive that, unlike earlier times, nearly all of the Apache bands under Mexican influence participated in raiding and conflicts.   Early Military Career The first battle that Cochise probably participated in may have been the three-day battle from May 21–23, 1832, an armed conflict of Chiricahuas with Mexican troops near the Mogollon Mountains. Three hundred warriors led by Pisago Cabezà ³n lost after the last eight-hour battle under 138 Mexican men led by Captain Jose Ignacio Ronquillo. The following years were punctuated by a number of treaties signed and broken; raidings halted and resumed.   In 1835, Mexico put a bounty on Apache scalps and hired mercenaries to massacre them. John Johnson was one of those mercenaries, an Anglo living in Sonora. He was granted permission to track down hostiles and on April 22, 1837, he and his men ambushed and massacred 20 Apaches and wounded many more during a trading deal. Cochise was not likely present, but he and other Apaches sought revenge.   Marriage and Family In the late 1830s, Cochise married Dos-teh-seh (something at the campfire already cooked). She was the daughter of Mangas Coloradas, who led the Chihenne Apache band. Cochise and Dos-teh-seh had at least two sons- Taza, born 1842, and Naiche, born 1856. His second wife, who was from the Chokonen band but whose name is not known, bore him two daughters in the early 1860s: Dash-den-zhoos and Naithlotonz.   Cochises son Naiche, Hereditary Leader of the Chiricahua Apaches, taken by Adolph F. Muhr about 1898.   Library of Congress According to Apache custom, men lived with their wives after they married. Cochise most likely lived with the Chihenne for six to eight months. However, he had become an important leader in his fathers band, so he soon returned to Chokonen.   A (Temporarily) Settled Peace In early 1842, Cochises father - Pisago Cabezà ³n, leader of the Chokonen - was ready to sign an armistice with the Mexicans. Cochises father-in-law - Mangas Coloradas, leader of the Chihinne - disagreed. A treaty was signed on July 4, 1842, with the Apaches promising to cease all hostilities, and the Mexican government agreeing to feed them rations. Cochise drew rations with his wife in October, and Mangas, seeing that the Chokonen treaty would hold, decided to negotiate a similar treaty for his own band. In late 1842, that armistice was also signed.   This settled peace would not last long. In May of 1843, Mexican troops at Fronteras murdered six Chokonen men for no apparent reason. In late May, seven more Chiricahua men were murdered at the Presidio in Fronteras. In retaliation, Mangas and Pisago attacked Fronteras, killing two citizens and wounding another.   Deteriorating Conditions By 1844, conditions among the Apache bands in the region had deteriorated sharply. Smallpox arrived in the fall, and the supply of rations for the communities had sharply decreased. Mangas Coloradas and Pisago Cabezà ³n returned to the mountains by February 1845, and from there they conducted several raids on Sonora. Cochise would have participated in these raids.   In 1846, James Kirker, a mercenary sanctioned by the Mexican government, set out to kill as many Apaches as possible. On July 7, under the protection of a treaty, he hosted a feast at Galeana (in what is now Chihuahua state in Mexico) for 130 Chiricahuas, and then had them beaten to death in the morning. It was an ill-chosen moment, because in April of that year, fighting had broken out between the U.S. and Mexico, and Congress declared war on Mexico in May. The Apaches had a new and dangerous source of support, but they were rightly wary of the Americans.   In December of 1847, a war party of Apaches attacked the village of Cuquiarachi in Sonora and killed a longtime adversary, seven other men and six women, and captured six children. The following February, a large party attacked another town called Chinapa, killing 12 men, wounding six and capturing 42, mostly women and children.   Cochise Captured Throughout the summer of 1848, the Chokonen band carried on a siege of the fort at Fronteras. On June 21, 1848, Cochise and his Chokonen chief Miguel Narbona led an assault on Fronteras, Sonora, but the attack went awry. Narbonas horse was killed by cannon fire, and Cochise was captured. He remained a prisoner for about six weeks, and his release was only obtained by the exchange of 11 Mexican prisoners.   Apache Pass, Arizona, as viewed from Fort Bowie facing north.   Mark A. Wilson In the mid-1850s, Miguel Narbona died and Cochise became the principal chief of the band. In the late 1850s, United States citizens arrived in his country, first settling at Apache Pass, a station on the Butterfield Overland Mail Company route. For a few years, the Apaches maintained a tenuous peace with the Americans, who now provided sorely needed rations to them.   Bascom Affair, or "Cut the Tent" In early February 1861, U.S. Lieutenant George Bascom met Cochise at Apache Pass and accused him of capturing a boy who had in fact been taken by other Apaches. Bascom invited Cochise into his tent and told him he would hold him as a prisoner until the boy was returned. Cochise pulled out his knife, cut through the tent, and escaped into the nearby hills.   In retaliation, Bascoms troops captured five members of Cochises family, and four days later Cochise attacked, killing several Mexicans and capturing four Americans whom he offered in exchange for his relatives. Bascom refused, and Cochise tortured his prisoners to death, leaving their bodies to be found. Bascom retaliated by hanging Cochises brother Coyuntura and two nephews.  This event is known in Apache history as Cut the Tent. The Cochise Wars (1861–1872) Cochise became the dominant Chiricahua Apache chief, replacing the aging Mangas Coloradas. Cochises rage at the loss of his family members led to a bloody cycle of revenge and retaliation between the Americans and Apaches for the next 12 years, known as the Cochise Wars. For the first half of the 1860s, the Apaches maintained strongholds in the Dragoon mountains, moving back and forth attacking ranchers and travelers alike, and keeping control of southeastern Arizona. But after the U.S. Civil War ended, a massive influx of U.S. soldiers put the Apaches on the defensive.  Ã‚   By the late 1860s, the war continued sporadically. The worst event was an ambush and massacre by the Apaches of the Stone party in October of 1869. It was likely in 1870, when Cochise first met Thomas Jeffords (Red Beard), a stage driver for the Butterfield Overland Stage. Jeffords, who would become Cochises closest white friend, played a significant role in bringing peace to the American southwest.   Making Peace On October 1, 1872, true peace efforts were established at a meeting between Cochise and Brigadier General Oliver Otis Howard, facilitated by Jeffords. Treaty negotiations included a cessation of hostilities including raiding between the U.S. and Apaches, the safe passage of his warriors to their homes, and the creation of a short-lived Chiricahua Apache reservation, located initially in the Sulphur Spring Valley of Arizona. It was an agreement not on paper, but between two highly principled men who trusted one another.   The brigadier general Otis Howard made a lasting peace agreement with Cochise on October 1, 1872.   Hulton Archive/Getty Images The agreement did not include cessation of raiding in Mexico, however. American troops at Fort Bowie were prohibited from interfering with the Chokonens activities in Arizona. The Chokonens kept the terms of the treaty for three and a half years, but continued conducting raids in Sonora until the fall of 1873. Quotes After the Cut the Tent affair, Cochise is reported to have said: I was at peace with the whites, until they tried to kill me for what other Indians did; I now live and die at war with them.   In a conversation with his friend Thomas Jeffords, then the agent for the Chiricahua reservation, Cochise said: A man should never lie... if a man asks you or I a question we do not wish to answer, we could simply say I dont want to talk about that. Death and Burial Cochise became ill in 1871, probably suffering from abdominal cancer. He met with Tom Jeffords for the last time on June 7. In that final meeting Cochise asked that control of his band be passed on to his son Taza. He wanted the tribe to live in peace and hoped that Taza would continue to rely on Jeffords. (Taza went on to keep his commitments, but eventually, the U.S. authorities broke Howards covenant with Cochise, relocating Tazas band out of their homes and into Western Apache country.) Cochise died at the Eastern Stronghold in the Dragoon Mountains on June 8, 1874. The Eastern Stronghold in the Dragoon Mountains of southeastern Arizona. Mark A. Wilson   After his death, Cochise was washed and painted in war style, and his family buried him in a grave wrapped in blankets with his name woven into them. The sides of the grave were walled up about three feet high with stone; his rifle, arms and other articles of value were laid beside him. To give him transportation in the afterlife, Cochises favorite horse was shot within 200 yards, another killed about one mile away, and a third two miles away. In his honor, his family destroyed all the clothing and food stores they had and fasted for 48 hours. Legacy Cochise is known for his significant role in Indian-White relations. He lived and prospered by war, but died in peace: a man of great integrity and principle and a worthy leader of the Apache people as they experienced massive social change and upheaval. He is remembered as a fierce warrior as well as a leader of sound judgment and diplomacy. Eventually, he was willing to negotiate and find peace despite suffering the great loss of his family, tribe members, and way of living. Sources Seymour, Deni J., and George Robertson. A Pledge of Peace: Evidence of the Cochise-Howard Treaty Campsite. Historical Archaeology 42.4 (2008): 154–79. Print.Sweeney, Edwin R. Cochise: Chiricahua Apache Chief. The Civilization of the American Indian Series. Norman: University of Oklahoma Press, 1991. Print.- -, ed. Cochise: Firsthand Accounts of the Chiricahua Apache Chief. 2014. Print.- -. Making Peace with Cochise: The 1872 Journal of Captain Joseph Alton Sladen. Norman: University of Oklahoma Press, 1997. Print.

A Critical Analysis of The Rocking Horse Winner Essay

A Critical Analysis of The Rocking Horse Winner - Essay Example The author really does a wonderfully, descriptive job in bringing the main focus of this story into reality. It shows that though you can have nice things, a comfortable home, and financial security, there is still a craving for more. Even the house, that Paul and his family live in, seems to harbor a desire for wealth, from within itself. It seems the house comes alive with the desire for money as the following literary passage shows: â€Å"There must be more money! There must be more money!† (Lawrence 288) The voice of the house is heard by everyone though no one mutters a syllable about it. The voice literally drives Paul half crazed and his only hope in shutting the house up is to win more money, or so he believes. Unfortunately, this does not work either because now the house is feeling of greed and wants more. In fact, the voice is more declarative after receiving the first sum of money and now is even louder and more demanding. â€Å"There must be more money†¦ Now www†¦ More than ever!† (296) From here on the greed and demand for money grows progressively worse. Paul had somehow hoped his mother would finally show she loved him but still she remained as she’d been when she would feel her children near, â€Å"the center of her heart would go hard† (287). She was a mother that did not know how to love her children. The only love the book shows she gave was her adoration to money. Further, in the following comment we see how much she was enthralled with it. â€Å"If you’re lucky, you will always get more money† (289). This proves she only valued the worth of the dollar and what it could bring her. If she feels there isn’t enough then she becomes resentful and preoccupied with the idea that they will never have a substantial amount. In concluding this critique of Lawrence’s short story, there is a grave lesson to be learned here. The obsession with money and

My Personal Principle Essay Example | Topics and Well Written Essays - 1500 words

My Personal Principle - Essay Example The third principle is being dressed appropriately for the occasion. Being on Time is Important. Showing respect for other persons includes being on time (Neave 169). It would be disrespectful to keep the other person waiting for some who is late for an appointment. Arriving late shows rudeness. However, there are valid reasons for arriving late. An unusual traffic jam is a good reason for arriving late. Arriving late for an appointment gives that impression that the waiting person is not important. Being late shows the late person has more important or interesting priorities in life. Being late is synonymous with not caring enough to exert the required effort to avoid sending the message â€Å"you are not important to me†. Tardiness indicates a person is deficiently organized. Consequently, lateness precipitates another disadvantageous reason. When scheduled for a job interview, the late applicant gives an impression of unprofessionalism. In this situation, the interviewer th inks that the applicant did not focus on researching the best way to arrive for the interview on or before the scheduled time. Consequently, the interviewer thinks the job applicant is not seriously interested in the job. The interviewer will get the impression that the applicant is sloppy about details, has faulty planning strategies, and irresponsible. In case of reasonable lateness, the late person should phone the waiting person to wait or reset the schedule to a more appropriate time. In ordinary daily itineraries timeliness is important. The trains and airplanes will not wait for one passenger to ride the plane. The bus will not wait for the late passenger to arrive. In addition, the child-care centers will close their doors to parents who arrive late. The grocery stores will close its doors on time, even if a late customer pleads the guards to open the store’s premises. Some shows, concerts, and stage shows will close their entrances to customers who arrive late. Funda mentally, not being punctuality gives an unfavorable impression. The impression is synonymous with self-centeredness. The late person offers a selfish statement â€Å"everyone will wait for me, an important person. Sad to say, the world will not wait for the late person. The world has more important priorities compared to waiting for the irresponsibly tardy person. The world must not waste its time waiting for the selfish person. Effective communication. Effective communication makes the world go round (Fielding 9). The development and implementation of an effective communication system is important. Effective communication increases the successful receipt and interpretation of the message sender’s message. Effective communication contributes to the incorporation of the message sender’s ideas on environmental change and other matters. Effective communication eliminates the message receivers’ guessing the message senders’ inputs. Such communication will e liminate the intended message receivers’ threshing out the message senders’ instructions. Without effective communication, the message senders’ changes will not be received by the message receiver in crystal-clear manner. The essay places importance on communication skills’ increasing the effectiveness of communication. The skills include eliminating the fear of communication. Each person should convince the message receiver to accept and implement the message’s instructions. Another important skill is expressing what one wants to say so the message