Shift Workers Essays - Circadian Rhythm, Working Time, Employment

Shift Workers The schedulilng of hours of work is undoubtedly one of the major social problems of industrial society. Statistic estimates that 30% of Canada's workforce are involved in some kinds of shiftwork. Of those, 33% work irregular shifts, just under 30% work rotating shifts, 17% work long term evening shifts, 10% work on call, 3% work split shifts, 3% work long term night shifts and just over 3% are classed as other. Present estimates tell us that before the trend slows, fully 35% of the workforce will work some type of shiftwork (Siroonian 123). Companies are feeling the need to maximize their efficiency by spreading their operating costs over 24 hours. However, on the other hand, working other than the standard dayshift can cause many problems for the worker. It can affect the worker's health and safety and the relationships with one's family and the community (Carpentier 14). In this essay, I will analysis the impact of shiftwork on humans and make some suggestions of how to alleviate s ome negative aspect of it. On one hand, shiftwork enhances economy advantages (Maurice 13). Adaption of shiftwork may result in a reduction in unemployment, or may provide work for those potentially unemployed (Perlow 46). In some cases, the choice may be between shift work and no work at all. In addition, shiftwork can enable full use of capital goods. James Walker suggests that from the point of view of the economy as a whole, the introduction of shift work, by reducing the stock of capital required to produce a given output, can encourage the entry of new firms into an industry and thus makes the economy more competitive (Walker 81). However, despite the economy advantages, we must take human costs into account too. Shiftwork has side effect on worker in the physicalogical aspect. The most common short-term ailment is a stomach or gastro-intestinal problem. One study found shiftworkers had twice as high a rate of ulcers as day workers did. Others have linked shiftwork with problems like heartburn, loss of appetite, diarrhea and constipation (Aanonsen 57). Few shiftworkers escape their years on rotation without experiencing at least one of those symptoms. It is because that they are not eating at traditional meal times, and eat junk food or other snacks that are quick and convenient (Aanonsen 58). Caffeine, the shiftworker's constant companion, and changing meal times from one day to the next may affect gastric secretions, aggravating digestive problems. Sleep disorders, caused by the disruption of circadian rhythm, are a common long-term health effect experienced by shiftworkers. Fatigue can also make a person mo re vulnerable to illness, poor job performance and sagging motivation (Tasto 26). Because of difficulties getting to sleep or staying awake, shiftworkers may be more likely to suffer from substance abuse. Some may use alcohol or sleeping pills as a tool to help them relax and get to sleep at the end of the shift. Others may find themselves using tobacco or drugs to keep themselves awake and functioning through the day. All these substances can be addictive, and can lead to other health problems such as heart attack, diabetes and elilepsy (Morgan 75). Many of these health effects, both long term and short term, are interconnected. When some or all of them are piled on the shiftworker's shoulders, it may also lead to depression or even nervous breakdown. Shiftwork also has effects on worker's family and social life. Plagued by constant exhaustion and obsessed with getting enough sleep, shiftworker can suffer from high levels of irritability, mood swings and stress. All of these can create complications in family relationships (Simon 343). James Walker suggests that it is common place to talk of shiftworking as abnormal, night work as unnatural, shift workers as being ioslated (walker 81). Due to shift work, family rountine may never be able to fully set, and shiftworkers may have difficulties playing the role of caregiver, social companion, sexual partners and parents. Shiftworkers have to either conform to his family's rountine, interupting his sleep to have lunch with their families, or follow a rountine of their own. If they do neither, they are forced to live to some extent independently of their families (Simon 344). Less interaction and

How To Make A Content Development Process To Save Time

How To Make A Content Development Process To Save Time Ive been a big fan of trying all sorts of beer ever since I took a trip to Germany for seven months back in 2008. To me, that stuff was going to be the best Id ever taste with the classic pilsners, bocks, and wheat beers. And when I got back to Minnesota, I tried some of the well domestics. Those macrobreweries definitely had their processes down to produce massive quantities of light-bodied stuff. But when I started exploring craft beer- the idea that smaller breweries could produce what I considered to be better quality than most commercial brands- it really got me thinking. Just because big companies are competing with you in your niche, it doesnt mean they are necessarily better at it than you are. Just because big companies compete with you, theyre not better than the quality you produce.And you can apply that idea to your content marketing. Here is how to improve your content development process to take control of your workflow to create content quickly, hit  every deadline, and improve every piece of content you publish to grow your audience. And you can do it all with a scrappy, iterative process that helps startups and small businesses like microbreweries achieve some pretty tasty results. (See what I did there?) How To Rock A Content Development Process That Will Save You Tons Of Time #marketing Get the Templates You Need to Save Time Developing Content Apply the advice in this post with this trio of templates: Content Development Process Guide to build your process, step by step. Blog Post Outline Template to write better blog posts more easily. Content Editing Checklist to self-edit your own work with fewer mistakes. Define The Roles You Need To Develop  Content In Kristi Hines' post on content marketing team structure, she mentions a variety of roles you could include in your content development: Content marketing strategists set the stage with the entire marketing strategy, helping your team understand your audience, the topics you'll cover, and the goals you're shooting for. Content strategists turn the strategy into a game plan complete with understanding what content and channels your team will  use to reach your audience. These people  fill up your editorial calendar with the content your team will develop. Idea contributors are exactly what you'd expect: These are the folks who are listening to your audience and help with unique angles. They have the stories you want to tell, and the ones your audience really cares about. These people could be anyone within your company or even your customers and subscribers. Content creators are the linchpins  responsible for executing your  content strategist's game plan. They are your designers, writers, videographers, and podcasters (among possible others). They are making your content. Content editors make sure your creators fulfill  your content strategist's expectations. They focus on editing for the story of your content, and also on the nitty-gritty grammar stuff. Editors are the ones using your editorial calendar every day, keeping your creators on task, and publishing content as you expect. Content promoters are the magical creatures who amplify what you created to inspire interest in your content. If your content is the party, these folks send the invitations to attend. They use social media, email, forums, and tons of other content promotion tactics to increase your traffic. Community managers monitor the ensuing conversation your content creates. They respond to social media mentions and comments, and help build a strong network of brand advocates. Content analysts check out the stats behind the scenes to know how your content contributes to your goals. They'll check out Google Analytics and Kissmetrics (or whatever analytics tools you use) to help your content strategist plan even better content. This is where that iterative approach- the secret ingredient to your content development process- really comes into play. Now, that may seem like a lot of people. But what you're really looking at here is roles, not titles. These roles make for a very solid content development process, so now you can choose which roles are necessary for your own process and who among your team will fill these roles. A solo marketer could do all of these, or you could divvy them up among your team. Jay Acunzo  recently published a super entertaining post about marketing team structure and how it kind of... well... sucks sometimes. Here's a memorable quote: ...team be huge, team be slow, team is gonna totally blow. As a former Googler, he mentions how Google's sales team is organized into pods to capture the talents of folks  with tons of different skill sets.  And I loved this thought to find the right people for your team  to kick off your content development process in the right direction. Jay says teams should be: Small to be nimble, quick, and focus on developing content  instead wasting time on  office bureaucracy. Complementary to have multiple skills for the different parts of the process. Singular to have one clear goal instead of tons.  Finally get some focus to understand why you're developing content  to collaborate and celebrate when you reach your goal! Shared to work together toward a common mission or purpose. In the end, Jay recommends narrowing the list of roles down to three players, as he calls them: A strategist to provide the vision, lead the team, look at analytics, and plan the content. A producer to be "the artist, because God knows, SOMEONE has to care about quality, craft, creativity, and emotional or intellectual resonance with the audience." I had to include that quote. :) A marketer to promote the content, generate interest, and convert traffic into subscribers and customers. I'm with Jay: We do a lot with a small team  leading our content marketing efforts at right now, and Jay's suggestions  are similar to the roles  we have on our  team.  It helps us move super fast to publish quickly, on time, and consistently. Takeaways: Download the worksheet and choose who among your team will fill each role. Cross off the roles you won't have in your content development process. Meet with your team and their supervisors to help everyone understand their roles and responsibilities, and how you will  improve your processes with this new approach. A Quick Note on Upper Management Getting All Up in Your Business The goal of figuring out â€Å"who does what† specifically curtails upper management from messing with your projects and deadlines. By agreeing as a group of doers and getting your  supervisors all on the same page, y’all agree to give the power to publish  to your strategists. Seth Godin writes about this concept a lot  in his awesome book, Linch Pin  (which you should seriously buy right now if you've never read it): Write down the due date. This is the date you will publish- whether the content's  done or not. Capture every idea about your project, inviting anyone who wants to contribute. Seth says, "This is their big chance." Record every idea in a way everyone can see, ask them to check it out, and let them know this is it- after you get approval, there's no going back. Organize everything into a comprehensive outline of the project now that it's completely approved. This is your project blueprint from start to finish. Take that blueprint to the big guns in your company and final approval from the people with sign-off control. Then ask them, "If I deliver what you approved, on budget and on time, will you ship it?" Don't move forward until they say yes. No maybes, no "I'll know when I see it", nothing other than your yes. Nice job, linchpin. Choose Task-Based Workflows Over Status-Based Workflows Now that you know who on your team will serve in specific roles to help you create your content- and how you'll publish quickly while avoiding office bureaucracy- it's time to develop your workflows. Essentially, you want to meet with your team you just defined to understand how you'll work together to create consistent content that will always hit your deadlines. This is the actual planning of your content development process- understanding exactly how you’ll do this with the resources available to you. Since we’re talking through the experience of an agile startup, keep it simple to error on the side of shipping rather than too many steps that slow down your publishing. Err on the side of publishing  rather than processes that slow you down. #contentmarketingStatus-based workflows make it nearly impossible to understand every task that you and your team need to check off your to-do list before you publish your content. Just think of the typical statuses you see in WordPress: How will you know who is responsible for each status, and what exactly they’re supposed to be working on? Who has the final say before you schedule your content to publish? Nah, there has to be a better way. And there is. Task-based workflows help you dissect all the work that goes into creating a piece of content- whatever it is (blog posts, e-books, webinars, you name it)- to help you choose a specific person accountable for each task, along with deadlines for every task. By dissecting your content into tasks, you can provide a ton of direction to your team to avoid any confusion about who’s doing what and when they need to have their work done. Here’s what a simple task-based workflow looks like any blog post we publish at : When you look at this, it’s helpful in a ton of  different ways: Begin every task with a verb that demands action. Make your tasks super clear by highlighting exactly what the task entails, while also being brief. Assign each task to a specific person who clearly knows they are responsible for helping you create some part of your content. Send  a notification that specifically communicates with each member of your team when you assign them a new task. Set clear deadlines for when you expect each task to be complete. Understand the difference between deadlines and your publish dates. Help your team understand the date on your marketing calendar is the publish date for when your content will be 100% complete, while assigning tasks with deadlines for days or even weeks before the content is set to publish. Remind your team before their tasks are due. Unless you’re that chick from Ex Machina, your team is full of humans. Subtle reminders of task due dates help  those busybodies know when their tasks are due so they don’t forget and accidentally cause your project to miss its deadline. Task-based workflows are especially helpful so you can have multiple team members working on different tasks at the same time, which is slightly lost with status-based workflows. Those steps above are exactly how we do it at , too, and it really works for us. Communicate Efficiently With An Agreed-Upon Tool The five  parts of  your task-based workflow may sound like a lot of manual work. But it really depends on the tools you use as a team to manage your content development process. When Raven Tools wanted to improve their process to eliminate endless emails, they focused on implementing one clear source for communication. Spoiler alert: That source- as a marketing project management tool- is . Task manager: Define as many workflows as you need for the different types of content you use in your marketing strategy. You can then easily assign those tasks out to your entire team with clear deadlines super fast. Comments: Raven Tools was able to send 75% fewer emails  because of . Comments keep your project record right in the tool you’re using for your content development process, which helps you work even more efficiently. Notifications and reminders: When you assign tasks or leave comments, your marketing calendar pushes an email notification to remind your team to check on the project. The day before any task is due, your calendar automatically sends an email to remind your team members to knock out their tasks. Dashboard: It’s rare that you’ll only work on one project at a time. So it’s nice to see a dashboard of all the comments and tasks that are due on specific days to keep a to-do list of your projects right in your marketing calendar. When you use one tool for communication, you avoid endless emails, maintain a calendar of record, and generally quit herding cats. While using as your marketing calendar  is a great way to manage your content development process, you can rock this advice with any project management tool: Agree as a team to communicate with tools that help everyone stay involved and see your progress. Avoid long email forwards to prevent missing copying someone and eliminate confusion overall. Because, seriously, those get crazy. Maintain one version of the truth for your marketing projects. Consolidate your project management tools and content calendars to better understand your deadlines, manage multiple projects at once, and easily see your progress toward completion. Manage Multiple Projects At Once While Nailing Every Deadline You experience  a learning curve every time you take on a new project. For example, if you’re adding blogging to your list of marketing tactics, you have an entirely new process to learn as you get started. So take your time. When you start any new project, quantity isn’t the goal. Consistency isn’t important if what you’re publishing is junk. Here's how we do it at : Do one thing well. Actually,  as we like  to joke, "Don't half-ass two things. Whole-ass one thing." It's silly, but there's a lot of truth to that. Set your deadlines like Seth Godin suggested earlier, ship on time, then reflect on what worked, what you could do better next time, and what you should stop doing. Once you have your process  ironed out for that one thing, add in another project. And do it slowly, just like you perfected your first project. Plan time to reflect on your growing pains as you add more projects to your to-do list, reviewing again what's going well, what you could improve, and what you should quit doing. So start slow and build your publishing momentum as you learn something new, building toward publishing more content consistently. At first, you’re perfecting your content and workflow process to build the expertise you need to publish even more. Recommended Reading: How to Learn New Marketing Skills in 11 Simple Steps (Backed By Science) Organize Your Content Development And  Naming Conventions While everyone on your team could create content differently, it’s much more efficient to have one version of the truth for the tools you use in your content development process. You might be a bit surprised that a huge majority of the team at doesn’t even have Microsoft Word on our computers, so we opt for Evernote instead. Here are a few reasons why Evernote is awesome for blogging and marketing: You can use Evernote for anything. We use different notebooks for marketing strategy, managing larger projects like new feature releases, and actually creating our content. It’s so dynamic that we use one tool for so many use cases that we decided to integrate Evernote right into to help other marketers like us plan and create content better than ever. You can capture your content ideas and inspiration wherever you are. Use Web Clipper and Evernote Helper to save ideas from the content you’re perusing on the Web, rock Skitch to take screenshots and mark them up with text and arrows, email your thoughts directly into notes and notebooks with the syntax "Note Name @Notebook Name #Tag Name !YYYY/MM/DD", scan handwritten notes right into Evernote notes, send pictures from your phone into Evernote, and even highlight text in Kindle and see the quotes you highlighted right in Evernote. Whew! Evernote is perfect for distraction-free writing to help you write blog posts faster than ever. I’m writing this post in Evernote right now with instant messaging and emails turned off, social media shut down, and really no apps to distract me from getting these ideas out of my head. I love to open up the posts I’ll reference in tons of tabs before I start writing to have inspiration at my fingertips, and then I'll turn off the Internet to avoid  getting sidetracked with anything else other than writing. Evernote is helping me do just that. Oh yeah, and I’m on an airplane- so I can use Evernote  anywhere, online or off. Takeaways: Narrow your content development tools down to a few your entire team has access to. Choose the tools that match well with your team’s working styles (ex. if your team is always on the go, that means you need tools that don’t require immediate Internet access and are mobile-friendly). From here, Meghan Frazer has some great advice to help you in your file and folder naming conventions. The ultimate goal is simplicity and helping you and your team find the information you need when you need it. So Megan suggests avoiding special characters other than hyphens or underscores, using the ISO date standard for dating your file names (YYYY-MM-DD), and using descriptive keywords to be able to find your information quickly. This is an example of what Meghan says a great file name might look like: 2015-10-31-ContentDevelopmentProcessHalloweenDiagram.jpg I’d take this a step further with a couple common conventions SEOs use for naming their files:  Lowercase every word while separating every one with a hyphen and no underscores. If you don’t need the date, eliminate it, and focus purely on the keyword of the file itself. content-development-process-halloween-diagram.jpg Whatever you decide for your naming conventions the point is this: Collaborate on a team and understand where you save content and how you name your files, folders, and notebooks so everyone can easily find the information they need quickly. Tip: Use  tags in Evernote for similes of  the keyword you use in your note name. When you search, tags will help you find the information faster. Ex. "passwords" could also be "logins". Plan  To Develop  Better Content Than Anyone Else In Your Niche Well, that’s kind of a scary headline. But Brian Dean and Austin Kleon have some awesome advice that will help you do just that! Austin is an author who  has an awesome approach when it comes to creating content: Steal like an artist.

Private Browsing Essay Example | Topics and Well Written Essays - 750 words

Private Browsing - Essay Example This paper will discuss the possible uses of the ‘privacy browsing’ feature at home or the workplace (Foley, 2008). The uses of this feature, whether at home or at work, include instances whereby the surfer is using their personal information on another person’s computers – or from a shared computers. This is particularly important in instances where the sites to be browsed are commonly surfed, including YouTube and Facebook as the privacy feature will help them to browse and not tamper with the history of other users or those of the owner of the computer. Through the feature, the surfer will access the common sites, yet leave stored passwords and user names of the original user untouched or unchanged. An example, is where the surfer starts a private session; therefore, they do not require the other user to log out (Trapani, 2005). The feature is useful at home or work when debugging or testing different websites. This is particularly true when the surfer needs to debug or test areas that are cookie-related in a session. For example, when using cookie-based platforms, the surfer can open two different sessions of the same site – for instance that for the user and administrator – at the same time in order to speed the process. The feature is helpful when the surfer wants to manage different Google application accounts. One example is that of an internet user who has different application accounts, which they use for work and other areas of interest, for instance volunteer professions. This case may include that of a surfer who wants to check different â€Å"Google Docs† accounts, without linking the documents contained in the two accounts (Foley, 2008). In the modern times of social websites and major work and professional activities on the internet, the feature helps the surfer to hide the information areas that they accessed so that any visitor will not know the information bases or the people’s profiles they reviewed.

5 Assignment Example | Topics and Well Written Essays - 250 words

5 - Assignment Example There was no element of destiny in this whole gamut of things, as this was simply a planned invasion. The invasion and intervention of US repeated in about â€Å"26 states with approximately 6.6 million deaths since then† (Sullivan, 8). The nations which fell victims to American invasions include â€Å"Guatemala, Iran, Cuba, Lebanon, Laos, South Vietnam, Cambodia, Chile, Libya, Somalia† and many more. Such an enormous destructive power can never be simply justified using the excuse of destiny. The next major war fought by US after Spanish-American war was the Second World War in which the world saw the cruelest weapon in human history, being used- the atom bomb. US masterminded and commanded the bombing of Nagasaki and Hiroshima, a killing spree in which millions died. In Vietnam war, even the majority of people at home hated American government for using chemical weapons and sacrificing many an American youths’ lives on the alter of the war (Sullivan, 75). When 9/11 happened, it was the culmination of a process that started almost half a century back, when to defeat Soviet Union and to diminish its powers, America had promoted Islamic fundamentalists including Osama Bin Laden (Sullivan, 155). Afghan war was only a preamble after which America invaded Iraq as well (Sullivan, 155, 41, 148). The WMDs that America searched for in Iraq were never to be found. America being the largest manufacturer of modern weaponry in the world, all these violent interventions that US made in the world as a nation, was in tune with its mercantile interests and policies. This is the hidden agenda even behind the so-called ‘war on terrorism’ that is being fought even

Event leadership Research Paper Example | Topics and Well Written Essays - 1750 words

Event leadership - Research Paper Example It is not only the basic reputation that would have allowed status as a shareholder to seem valuable. The measurement of the event was known to influence those that were in business and which attended the event. The responses that were given from the survey stated that the event impacted each of the businesses in a positive manner. This was combined with the analysis that stated over 95% of the businesses received a contract in return for the investment to the event. These two measurements showed that the positive response would lead to more opportunities for the businesses in the future. Showing this as the first element was able to provide a sense of value to ComCo’s worth and the way that they provided the event. The second component that was a part of this was the potential value that was included in the event. This was measured by the reputation that ComCo had before the event, and which attracted business leaders to the event. In past events, it was found that there was a reputation built out of word of mouth and by what business leaders expected. This led many of the same business leaders to this event as one of the best areas to go. The potential value that is associated with this shows that it will continue to be worth the investment as a shareholder. At the same time, there were lessons on how to improve the reputation of ComCo by diversifying the sales of the event. As a shareholder, it is not only important to see how the potential value is measured, but also to see how this can change. One of the missing keys that were a part of the potential value was the estimated revenue that could have been made. The estimates would have made the shareholder investment seem more valuable. The report of the value as well as the improvements that could be made was also stated in this particular report. The value was measured by the overall revenue as well as responses from business

Invisible Contract

Invisible Contract The concept of the invisible contract can also be expressed as psychological contract which entails the unwritten employment relationship between the employer and the employee. It is an unspoken set of beliefs usually hidden or remains invisible, held by both parties which co-exist with the written contract of employment. The psychological contract is used to refer to the perceptions of what both employers and employees have regarding their business relationship based on what they are to give and receive from each other respectively. This concept can be traced back to Ancient Greek Philosophers as well as social contract theorists like John Locke and Thomas Hobbes. Kotter (1973) describes the psychological contract as an implicit contract with specifications of how both the individual and organisation are meant to behave in their employment relationship. The psychological contract is an abstract relationship between employers and employees driven by their perceptions of values. According to Cluterbuck (2005) value has three core meanings and they are value as respect, value as worth and value as beliefs. Value as respect refers to the perceptions of the employees towards the organisation with regards to how the employee feels about working with that particular organisation. If the employees feel that they are contributing positively to the organisation and if these efforts are being recognised by the organisation, the hidden orientation becomes successful. Value as worth on the other hand refers to how the employers and employees create added value for each other through reciprocal rewards. For example, the organisation providing Good pay and providing training and development opportunities for the employees while the employees in turn add value to share holders in order to raise capital. In this proposal various psychological aspects will be described in the context of organization and also its employees and also the appropriate methodology for this research will be discussed for the further completion of the investigation. 1.1 Research Question What is the role of the invisible contact or psychological contract between employers and employees in Starbucks coffee in City East District? 1.2 Key Aims This research seeks: To compare the Old and New Types of the Psychological contract To explore the opinions of a selection of Starbucks Coffees employees and their managers about their side of the psychological contract. To evaluate the assumptions both employers and employees have towards the concept of the psychological contract. To explore how psychological contracts can be enhanced to increase competitive advantage in supermarkets. To examine the changes in the psychological contract over the years, the reasons for the changes and the influence the new contract is having over both employees and the organisation. 1.3 Background of the Company: Starbucks Corporation is an international coffee and coffeehouse chain based in Seattle, Washington, United States. Starbucks is the largest coffeehouse company in the world, with 16,120 stores in 49 countries, including around 11,000 in the United States, followed by nearly 1,000 in Canada and more than 800 in Japan. Starbucks sells drip brewed coffee, espresso-based hot drinks, other hot and cold drinks, snacks, and items such as mugs and coffee beans. Through the Starbucks Entertainment division and Hear Music brand, the company also markets books, music, and film. Many of the companys products are seasonal or specific to the locality of the store. Starbucks-brand ice cream and coffee are also offered at grocery stores. In May 1998, Starbucks successfully entered the European market through its acquisition of 65 Seattle Coffee Company stores in the UK.   The two companies shared a common culture, focussing on a great commitment to customised coffee, similar company values and a mutual respect for people and the environment. CHAPTER 2 2.0 Literature Review This chapter highlights the major arguments surrounding the concept of the psychological contract. The psychological contract is unwritten and therefore it is merely implied but could be explicit to some extent but not necessarily allow for agreement to the parties involvement. It can differ from individual to individual as well as from various organisations because individuals have various perceptions even with the same terms and conditions it still varies amongst individuals. The concept of the psychological contract can be traced back to Ancient Greek Philosophers and social contract theorists like John Locke and Thomas Hobbes. William Morris described Love of work as a Man at work creating something which he feels will exist because he is working at it and wills it and is therefore exercising the energies of his mind, soul and body (Morris 1870). 2.1 Definitions of the Psychological contract Agyris (1960) has been given credit for bringing to limelight the concept of psychological contract. He describes the psychological contract as a set of practical and emotional expectations of benefits that both employers and employees have of each other. Kotters (1973) defines the psychological contract as an implicit contract between an individual and his organisation which specifies what each is expected to give and receive from each other in the relationship. Morrison and Robinson (1997) on the other hand describe the psychological contract as an employment belief about the reciprocal obligations between that employee and his or her organisations where these obligations are based on perceived promises and are not necessarily recognised by agents of the organisation. According to Schein (1978) the psychological contract was described as a set of unwritten reciprocal expectations between the individual employee and the organisation. According to Goddard (1988), the way psychological contract is managed will determine how successful an organisation will become. The psychological contract entails what both parties to the contract (i.e. the employer and employee) expect from each other based on their employment beliefs and values. 2.2 Types of Psychological Contract Rousseau (1995) describes four types of psychological contract. The first type is the transactional which is short term and there is very little involvement of the parties, employees are more concerned with compensation and personal benefits rather than being good organisational citizens (Robinson et al 1994). The second type of psychological contract is the relational, which is a long term type focuses on more emotional factors like support and loyalty rather than on monetary issues like pay and compensation. The third type is the hybrid or balanced which aims at long term relationships between employers and employees as well as specifying performance requirements. The fourth type is the transitional contract which according to (Rousseau, 1995) does not offer any form of guarantee because of the ever changing nature of the organisations environment.    Short Term  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Long term Transactional (ex. retail clerks hired during Christmas shopping season) * Low ambiguity * Easy exit/high turnover * Low member commitment * Freedom to enter new contracts * Little learning * Weak integration/identification Balanced (ex. high involvement team) * High member commitment * High integration/identification * Ongoing development * Mutual support * Dynamic Transitional ex. employee experiences following merger or acquisitions) * Ambiguity/uncertainty * High turnover/Termination * Instability Relational (ex. family business members) * High member Commitment * High affective commitment * High integration/identification * Stability Table 1: Types of Psychological contract (Rousseau 1995 Pg 17) The psychological contract is an abstract relationship between employers and employees driven by their perceptions of values. According to Cluterbuck (2005) value has three core meanings and they are value as respect, value as worth and value as beliefs. Value as respect refers to the perceptions of the employees towards the organisation with regards to how the employee feels about working with that particular organisation. If the employees feel that they are contributing positively to the organisation and if these efforts are being recognised by the organisation, the hidden orientation becomes successful. Value as worth on the other hand refers to how the employers and employees create added value for each other through reciprocal rewards. For example, the organisation providing Good pay and providing training and development opportunities for the employees while the employees in turn add value to share holders in order to raise capital. There must also be a sense of equilibrium her e so the parties involved feel a sense of fairness. There are two main types of psychological contract and they are the Transactional and Relational Psychological contracts. The transactional focuses on short term and specific monitory agreements with little involvement of the parties where employees are more interested in good benefits and compensations. The relational psychological contract on the other hand is a long-term contract that focuses on support and loyalty rather than on monitory issues, it is a more emotional contract. Rousseau (1990) categorisation of obligations as relational or transactional is shown below (Table 2) Employer  Ã‚   Obligations: Transactional Employer Obligations: Relational Employee Obligations: Transactional Employee   Obligations: Relational Advancement Training Notice Overtime High Pay Job security Transfers Loyalty Merit Pay Development No competitor support Extra role behaviour Support Minimum Stay Source:   Rousseau (1990) Table 2: Categorisation of employer and employee obligations as Transactional or Relational 2.3 Changes to the Psychological contract The concept of the psychological contract has led Academics to carry out a vast and in-depth research on the subject matter. The concept of the psychological contract has changed over the years and this chapter will describe its changes. Holbeche (1998) noted that the old psychological contract existed before the 1980s where employment was guaranteed as long as employees continued to perform their best at work. The change occurred from the 1980s to the present as a result of emergent challenges to corporate strategies which were being influenced by economic turbulence. There was an urgent need by organisations to adopt change to deal with economic downturns and as a result of this most organisations began the process of downsizing and began to focus more on their core business and outsource other peripheral activities. These business strategies were required for organisational development and they challenged the old psychological contract that was based on Job security and moved focu s to a new contract that is based on employability. According to Hiltrop (1995), the psychological contract that gave job security and job stability to the relationship of both employees and employers has dramatically altered in the past two decades. He further stresses the change in nature of loyalty and commitment with the emphasis changing from long term careers to current performance. Rousseau (1995) acknowledges these changes by stating that contracts were previously transactional in nature but with the emergence of the bureaucratic era they developed to become relational. The old psychological contract was based on a reciprocal obligation of both employer and employee where employees provided loyalty to employers and employers gave Job security. Various factors led to the change in the psychological contract and they include amongst others the recession in the early 1990s as well as the effects of globalisation. This resulted in a change from the old psychological contract to a new contract. Individual offered: Organisation expected: Loyalty Loyalty In-depth knowledge of organisation Staff with a deep understanding of how the business functioned Acceptance of bureaucratic systems that defined the individuals rate of progress Willingness to build a career slowly through a defined system Willingness to go beyond the call of duty when required Individuals who would put the organisations needs before any outside interests Individual expected: Organisation offered: Job security Job security Regular pay increases Regular pay increases based on length of service Recognition for length of service Status and rewards based on length of service Recognition of experience Respect for experience Table 3: Adapted from Pembertons model of the psychological contract (1998) Table 3 represented above describes the characteristics of the old psychological contract where the organisation provided job security and rewards based on length of service and the employees provided loyalty and commitment on their part. Sparrows (1996) interpretation of this new contract is outlined in table 4 below: Change vs Stability Continuous Change Culture Performance based reward Development Employees for self-development and increasing their employability. Emphasis on development of competencies and technical skills Rewards Paid on contribution Promotion Criterion Performance Promotion Prospects Fewer chances of promotion due to essentially flat organisational structures focus on sideways moves to develop a broader range of skills Relationship Type Transactional rather than relational; no job security guarantees Responsibility Accountability and innovation encouraged Status Fewer outward symbols Trust No longer seen as essential. Emphasis on engendering commitment to current project or team. Table 4: Adapted Sparrows new psychological contract (1996) These changes occurred against a background of economic hardship; redundancies were widespread, unemployment increasing and government focused on reducing trade union powers. The outcome was a more vulnerable and wary workforce. The economic climate forced companies to examine cost reduction as a means of sustaining or increasing profits. Human resource policies were cost effective rather than paternalistic. Staff were increasingly seen as resources who were useful for a specific role and either adaptable or replaceable when that role ended. The new contract is based on the offer of the employer to provide fair pay for the employee as well as providing opportunities for training and development. As a result of this, the employer can no longer offer Job security and as such has weakened the amount of commitment employees have to offer. Atkinson (2002) suggests that the new contract focuses on the need for highly skilled flexible employees who have little or no job security but are highly marketable outside the organisation. Bagshaw (1997) states that, in this new Psychological contract, individuals need to commit to five key areas which have both short term and long term views. They are Continuous learning, Team working, Goal setting, Proactive change management and Personal advocacy and networking (Bagshaw 1997 pg 188). He further argues that if these key areas are focused on, the employees will be raising their values of future employability. Furthermore, the common dialogue between the two parties with similar interests in mind will establish commitment and loyalty. The reasons for such changes were described by Herriot and Pemberton (1997) as the Restructuring and continuous change of organisations led to increased feelings of inequity and insecurity and as a result, motivation was affected negatively. Hall and Moss (1998) demonstrate the shifting of the psychological contract using three stages of adaptation. The first stage, they described as the trauma of change state and they argued that a lot of organisations go through this stage. The second stage they described as adapting to the new contract where they estimated a 7-year period may be needed in order to fully adapt to the new contract stressing its not a linear process and as such it is possible to fall back to previous states. The third stage is described by Atkinson (2002) as the point of gradual change and continuous learning, valuing the employee and offering loyalty to employees based on performance and development. This stage seeks to avoid the trauma of the changing contract by offering fundamental respect for the individuals involved. Hall and Moss (1998) argue that changes to the psychological contract are possible without going through the first and second stages if handled appropriately. Atkinson (2002) further develops two concepts that emerge from long term management of the contract. The first is that organisations that are successful will provide opportunities and resources to enable individuals to develop their own careers through a relational approach. The second is that organisations will need to be more effective in renegotiating contracts and minimising risks of violating contracts (Rajan, 1997). This is because violating contracts will have negative impacts on employee attitudes and motivation. 2.4 Employer and Employee Perceptions Shore and Barksdale (1998) describe a productive employment relationship as one in which a degree of balance in perceived employee-employer obligations exist. This degree of balance suggests a mutual supporting relationship in which employees offer their skills and organisational commitment in return for rewards from the organisation. Winter and Jackson(2006) argue the need to consider both employer and employee perspectives, they suggested that it will enable investigation into the perceptions of mutuality of both parties and through this process, evaluate how well the employer has fulfilled his obligations to the employees and vice versa. Rousseau (1995) states that psychological contracts are formulated in the minds of the individuals and as a result reflect individual beliefs shaped by the organisation in regards to exchange terms between the employee and the organisation (Winter and Jackson 2006). Rousseau (1995) stresses the need for a link between the employees promises and obligations towards the organisation and that of the employer towards the employee. This is because of the differences in perceptions of both employers and employees of what constitutes the conditions of a reciprocal exchange agreement (Winter and Jackson 2006). Figure 1 Contracting Transitions (Herriot et al 1998 pg 102) Figure 1. Above describes the employment relationship of both employer and employee with transitions employees are likely willing to make and what they are able to offer in return. Herriot (1998) describe the process of contracting and negotiating between the employer and employee with a need for organisations to discover individual or group wants and match them with their own wants and offers through negotiation. Holbeche (1998) describes what employers perceptions of employees obligations are, as: Employees will take responsibility for managing their own careers Be loyal and committed Be dispensable when they are surplus to requirements Be adaptable and willing to learn new skills and work processes Holbeche (1998) further suggests the main components of employee expectations as: To be more employable in exchange for job security For organisation to support career development in return for loyalty For high skills and expertise to be recognised and duel rewarded According to Armstrong and Stephens (2005), a positive psychological contract is strongly linked to higher employee satisfaction, better employment relations and higher commitment to the organisation. They further suggest how performance management processes can help clarify the psychological contract and make it more positive through: Defining the level of support to be exercised by managers. Providing non-monetary rewards that reinforce the messages about expectation. Providing a basis for the joint agreement and definition of roles. Providing financial rewards through schemes that deliver messages about what the organisation believes to be important. Shields (2007), states, trust has been discovered to be a critical factor in employee behaviour and outlook. He further argues that when the level of trust between employers and employees fall, employee commitments and satisfaction deteriorate as well as motivation and effort. Guest and Conway (1997) outlined the following set of practices as having the most positive influence on employee work attitudes and behaviour and they are: Job security Training Opportunities High Pay Open communications Employee involvement programs According to Turnley et al (2003), psychological contract breach results in a number of negative results which include, lower levels of employee commitment, increased cynicism, reduced trust, reduced job satisfaction and high turnover. 2.5 Employee Motivation and the Psychological Contract Employee Psychological contracts are defined by Flannery (2002) as the important additional component to an employees job description which makes the job worth doing and reflects the main source of employees motivation. These contracts are part of what motivates employees to be productive at work and enables them to give their all at work. Shore and Barksdale (1998) discovered that employees reported higher levels of commitment, lower levels of turnover and higher organizational support when their employment relationships with their organisations were fulfilled. Rousseau (2004) suggests three ways in which employees design their own psychological contract. First, through their career aspirations, employees make different commitments to the organisation based on whether they view it as a long term employment possibility or a short term one which they need to move on to attain better opportunities. Employees with a stepping stone perspective tend to adopt transactional contracts while employees with long term employment possibilities tend to be more relational in contract nature. The second determinant is the personality of the individual, employees that are highly neurotic will tend to adapt more transactional contracts because they tend to reject actions by organisations to build relationships while conscientious workers on the other hand who possess great value for duty are more likely to have relational contracts. Thirdly, Rousseau states that employees who have negotiated special arrangements that are not usually available to others usually believe they relational contracts. This is because they have negotiated for opportunities for training and development which are special arrangements and a feature of relational contracts. A survey conducted by Guest and Conway (1997) on The Motivation and effort of employees discovered that the more motivated employees had a more positive psychological contract which presupposes that employees who are satisfied with their jobs and committed to their organisations report higher levels of general motivation so also do those with a positive psychological contract (Guest and Conway 1997). It was also discovered that attitudes have the highest influence on reported levels of motivation. Osteraker (1999) suggests there is a link between values and needs stating that individual needs, influence motivation and those needs determine how individuals will behave. Osteraker (1999) further stresses that values and attitudes can change over time due to a change in the organisation such as downsizing and restructuring.   2.6 Culture Hofstede (1984) suggests that different cultures imply different mental programming that controls activities, values and motivations. Therefore, organisational commitment is a psychological state that characterises the employees relationship with the organisation (Kong 2007). Culture is described as consisting of a system of values, attitudes, belief and behavioural meanings shared by members of a society (Thomas et al 2003). According to King and Bu (2005) employees of different cultural traditions and socio-economic environments are more likely to have very different perceptions on employer-employee relations. The type of psychological contract that individual employees will form with their employers is influenced by the personality traits, societal values and cultural norms of that particular individual (Raja et al 2004). This further implies that individual personality traits and cultural norms could provide a system that will explain why employees facing similar work environment and work conditions may form very different employment relationships with their employers (Zhao and Chen 2008).   These norms, values and beliefs provide a framework that will determine the way individuals behave and act accordingly. Individualism is defined by Gould and Kolb (1964) as an emphasis on ones self as separate from the others and an end in itself. The individual is independent and self reliant believes in self development and competition. In collectivism, the self often overlaps with a group. The main focus is on cooperation with a group, interdependence, social norms with the group comprising of t he main unit of social perception with individuals viewed as embedded in a universe of relationships (Lebra 1984). According to Thomas et al (2003)   individualism refers to the tendency to be more concerned about consequences of behaviours of ones personal goals through viewing oneself as independent of others while collectivism on the other hand refers to view oneself as interdependent with selected others with consequences of behaviour for the group as a whole and group interest. Research carried out by Zhao and Chen (2008) discovered, that individuals with an individualistic cultural value tended to form more transactional psychological contracts while people with a collectivism cultural value formed more relational contracts. It was discovered that collectivism motives tend to avoid differentiation and focus on relational contracts while self motives were more transactional in nature. This goes in line with research conducted by Lee (2000) where it was discovered that relational contracts are more likely related to behaviour in work groups in Hong Kong than in the United States. 2.6.1 Culture, Personalities and the Psychological Contract Rousseau (1995) outlines the two most important influences of employees psychological contract and they are both the organisational influences and employees personal dispositions. According to Tallman and Bruning (2008), the way employees interpret information from their employers, their observations of actions and activities in the workplace, together with their personal dispositions are theorised to create idiosyncratic contract attitudes in the minds of employees. Additionally, if management understand the factors that influence the development of employee psychological contracts, they may be able to manage these contracts more effectively (Tallman and Bruning 2008). Research carried out by Raja (2004) established a link that connected several facets of employee personality to their psychological contracts. Their research examined personality traits, including extraversion, conscientiousness and neuroticism and the extent to which these personality constructs related to employees choice of a transactional and relational psychological contracts. People high in neuroticism have poor job attitudes and they are unlikely to give of themselves other than what is necessary to maintain their jobs (Tallman and Bruning 2008). Kichuk and Wiesner (1997) further argue that people high in neuroticism are fearful, angry and functions as poor team performers with poor attitudes towards change. N

Religion Fades :: essays research papers fc

I. Introduction   Ã‚  Ã‚  Ã‚  Ã‚  A. Overview events of the time period   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Shogun period  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Meiji period  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  3. Actions of Commodore Perry  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  4. Sino and Russo Japanese war   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  5. Thesis Over time, and this is true in every country, faith fades and gives way to science and religion gives way to practicality. II. The Edo (Shogun) rule 1608-1868   Ã‚  Ã‚  Ã‚  Ã‚  A. The takeover   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. how they came into rule   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. the battle of Sekigahara   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. the expulsion of Christianity   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  c. feudalism   Ã‚  Ã‚  Ã‚  Ã‚  B. The beginning of the end   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Political pressure   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. Commodore Perry   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. crushing debt   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  c. civilian suspicions  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  d. the coup coup de gras   Ã‚  Ã‚  Ã‚  Ã‚  C. Commodore Perry   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. unfair treaty   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. how he landed  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  3. Perry fooled into seing a mere lord   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  4. final blow D. Religious effects   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Buddhism   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Shintoism IV. The Meiji restoration 1868   Ã‚  Ã‚  Ã‚  Ã‚  A. The new style   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. more open to western influence   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Wanted to go to the West and see what it was like   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  3. problems starting up   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. Satsuma rebellions  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. mopping up the last little samurai outbreaks B. The government   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. freedom of religion/Christianity un-banned   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. religious figures and traditional samurai lose power   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Modern state end of feudalism   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  3. constitution   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  4. wanted new technology desperately   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. railroads built   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. army formed  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  c. navy formed   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  5. Sino and Russo Japanese wars because of Japans new expansion   Ã‚  Ã‚  Ã‚  Ã‚  C. Compare and contrast   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Enclosed self supporting traditional-Modern expansionist   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Feudal vs. V. Sino (1894) and Russo (1904) Japanese wars   Ã‚  Ã‚  Ã‚  Ã‚  A. Sino Japanese war   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Control of Korea   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. Japan wanted its resources as their own.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. guess what, so did China   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  c. Like siblings fighting over a cute dog, they left it up to Korea.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  d. Korea did not decide   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  e. representatives on both sides were killed, WAR   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  f. of course no one listens to religious council and try to use words  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  B. Russo Japanese war   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Control of Manchuria  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. Both countries want control over Manchuria’s resources.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. Russian government was weak but had a strong army.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Russian revolution  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. Russia was dangerously close to a revolution.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. The leaders thought that they could suppress it by winning.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  c. they lost VI. Conclusion   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  A. restate thesis Over time, and this is true in every country, faith fades and gives way to science and religion gives way to practicality. B. review of reasons and causes of the fade of religion   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Arrival of Christianity   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Western influence   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  3. Fall out of power for religious class   Ã‚  Ã‚  Ã‚  Ã‚  C. Conclusions   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Religion did fall victim to the new influences   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. New gov. =less privileges for religion and less decision making   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Religion Fades Near the middle of the 1800’s Japan’s government of over 200 years was crumbling. The shoguns were rapidly falling out of power and a rebellion was brewing that would bring about Japan’s new Meiji government. Religion Fades :: essays research papers fc I. Introduction   Ã‚  Ã‚  Ã‚  Ã‚  A. Overview events of the time period   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Shogun period  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Meiji period  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  3. Actions of Commodore Perry  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  4. Sino and Russo Japanese war   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  5. Thesis Over time, and this is true in every country, faith fades and gives way to science and religion gives way to practicality. II. The Edo (Shogun) rule 1608-1868   Ã‚  Ã‚  Ã‚  Ã‚  A. The takeover   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. how they came into rule   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. the battle of Sekigahara   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. the expulsion of Christianity   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  c. feudalism   Ã‚  Ã‚  Ã‚  Ã‚  B. The beginning of the end   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Political pressure   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. Commodore Perry   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. crushing debt   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  c. civilian suspicions  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  d. the coup coup de gras   Ã‚  Ã‚  Ã‚  Ã‚  C. Commodore Perry   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. unfair treaty   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. how he landed  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  3. Perry fooled into seing a mere lord   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  4. final blow D. Religious effects   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Buddhism   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Shintoism IV. The Meiji restoration 1868   Ã‚  Ã‚  Ã‚  Ã‚  A. The new style   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. more open to western influence   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Wanted to go to the West and see what it was like   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  3. problems starting up   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. Satsuma rebellions  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. mopping up the last little samurai outbreaks B. The government   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. freedom of religion/Christianity un-banned   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. religious figures and traditional samurai lose power   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Modern state end of feudalism   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  3. constitution   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  4. wanted new technology desperately   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. railroads built   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. army formed  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  c. navy formed   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  5. Sino and Russo Japanese wars because of Japans new expansion   Ã‚  Ã‚  Ã‚  Ã‚  C. Compare and contrast   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Enclosed self supporting traditional-Modern expansionist   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Feudal vs. V. Sino (1894) and Russo (1904) Japanese wars   Ã‚  Ã‚  Ã‚  Ã‚  A. Sino Japanese war   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Control of Korea   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. Japan wanted its resources as their own.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. guess what, so did China   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  c. Like siblings fighting over a cute dog, they left it up to Korea.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  d. Korea did not decide   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  e. representatives on both sides were killed, WAR   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  f. of course no one listens to religious council and try to use words  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  B. Russo Japanese war   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Control of Manchuria  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. Both countries want control over Manchuria’s resources.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. Russian government was weak but had a strong army.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Russian revolution  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a. Russia was dangerously close to a revolution.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  b. The leaders thought that they could suppress it by winning.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  c. they lost VI. Conclusion   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  A. restate thesis Over time, and this is true in every country, faith fades and gives way to science and religion gives way to practicality. B. review of reasons and causes of the fade of religion   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Arrival of Christianity   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. Western influence   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  3. Fall out of power for religious class   Ã‚  Ã‚  Ã‚  Ã‚  C. Conclusions   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  1. Religion did fall victim to the new influences   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2. New gov. =less privileges for religion and less decision making   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Religion Fades Near the middle of the 1800’s Japan’s government of over 200 years was crumbling. The shoguns were rapidly falling out of power and a rebellion was brewing that would bring about Japan’s new Meiji government.

Determinism: Free Will and Question Essay

The question of free will vs. determinism has been debated for a long time. Some people believe humans have the capability to use free will. For many theists, free will is a gift from God. They believe that if people did not have free will then they are not morally responsible for their actions. However others argue that human’s actions are due to determinism, so if humans follow the course of natural law, it is hard to believe that actions are freely chosen. Except then the question occurs, why anything should be debated if everything is based on determinism. Free will is the ability to make free choices that are unconstrained from outer situations or by fate or divine will. The notion of free will has religious, ethical and scientific interferences. For example in the religious sense, free will entails that it does one does not assert its power over individual will and choices. In ethics, it has problems about whether one can be held morally responsible for their actions. Free will has been an ongoing argument as philosophers disagree with the term free will. An example would be, if a family lives in Dusseldorf they choose whether to support Fortuna football team or not. However this afflicts with the fact that if everyone supports Fortuna then it is common for them to also support the team based on peer pressure. Determinism has a variety of meanings; casual determinism is the theory that future events are somewhat based on the events from our past. Local determinism which is the theory that all plans are either wrong or right. Theological determinism, this is the theory that god determines what we will do. And finally biological determinism is the idea that all of humans behaviors, beliefs and desires are set by our genetics. For example homosexuality vs. heterosexuality or racism vs. patriotism; this is generally based on past recollections of what family is telling you or what you pick up throughout life. It is not something that suddenly happens; it progresses through time based on past experiences. There is also another type of determinism which is slightly more realistic this is called Soft determinism is looks at it slightly differently, it argues that people’s behavior is inhibited by the environment, but only to a certain extent. It also means that there is a small part of free will in all behavior shown by humans; however it can also be controlled by outside forces. HUMAN NATURE AND HUMAN FREEDOM One way of approaching that very large question, â€Å"What is human nature? † is by confronting the somewhat smaller question of human choice and human freedom. Do we have free will? Do my decisions originate with me or is everything determined? The issue has been central in both western and eastern philosophy, and had its origins in western religions over concerns about God’s creative powers and omniscience. Eastern religions lean in the direction of a more impersonal Divine process which proceeds in an ineligible and necessary way. But, the modern scientific view of both the natural world and the human world raises many of the same questions and challenges to the notion of human freedom. The Darwinian view of the origin of the human species, DNA and genetic research and contemporary break-throughs in neurophysiology lend strong evidence to the view that what we are and what we do are a function of our biological make up. Psychological and sociological theories, by and large, lead in the same direction. Sigmund Freud and B. F. Skinner differ radically in their approach to understanding human beings, but both of them share a strongly deterministic view. Fundamental to Freud is the notion that there are no human accidents. Slips of the tongue, gestures, dreams, hand washing are all caused by deep seated factors of which we are mostly unaware. The Unconscious dominates and â€Å"controls† our conscious lives, and most often the REAL reasons for our actions are beyond our knowledge and control. B. F. Skinner and behaviorism are not as popular as they once were, but many of his central theses have become part of common sense. Our behavior (or actions) are the result of the way our environment (parents, schools, society) reinforced or failed to reinforce past behavior. Essentially, we just are a big bundle of reinforced behavior patterns. Human behavior is more complex but no different in KIND than the rat who learns to run mazes by being reinforced or the pigeon who is taught how to play ping-pong. A classic debate has been whether nature (genetics) or nurture (environment) is the more fundamental for human nature, but the deterministic point of view wins on either account. Human beings are a product of nature AND nurture. Many of you are interested in psychology so that you can understand human behavior, but our most fundamental way of understanding phenomena of any kind is to delve into causes. Psychology is often characterized as a science which attempts to explain and predict human behavior. The view that human choices and actions are caused is part of a larger philosophical theory called DETERMINISM. DETERMINISM , very simply stated, is the theory that all events are caused; we live in an ordered universe and all change occurs with law-like regularity. This is a metaphysical view about the nature of things and the world. It is sometimes argued that determinism implies that everything in the future can be, in principle, predicted, and that events in the past are, in principle, explainable. There are natural laws of science which have the form: All X’s are (or, are followed by) Y’s which is equivalent to: If X occurs then Y occurs. Thus, if we know the initial condition (X occurs) and the law (If X then Y) we can explain/predict the occurrence of Y. Determinism is the contention that all physical (and mental) events in the universe can be incorporated under such laws. This is NOT the view that we can actually predict everything. Our ignorance of facts is enormous and we certainly do not know all the laws and statistical regularities which describe events Rocks of sufficient size and thrown with sufficient speed cause glass to break. Lowering the temperature of water below 32 degrees causes water to freeze. Knives through hearts cause death. There are causes for why my car starts, and if it doesn’t, there are causes for that too. When we say that some event â€Å"x† causes some event â€Å"y† we seem to be asserting that given that x occurred, then y HAD to occur, or that it MUST occur. III. HARD DETERMINISM is the theory that because DETERMINISM is true, no one is free; no one has free will (or choice) and no one truly acts freely. Since philosophers like to give arguments for theories in a standard form of argument. 1. Determinism is true: all events are caused. 2. Therefore, all human desires and choices are caused. 3. For an action to be free it would have to be the result of a choice, desire or act of will which had no cause. That is, free WILL means that the Will or choosing â€Å"mechanism† initiates the action. ________________________________________________ 4. Therefore there can be no free choices or free will. The HARD Determinist does specify what WOULD have to be the case for there to be freedom: A free act or choice would be one which is uncaused, or happened independent of causes, or completely disconnected from preceding events. The â€Å"Will† or person doing the choosing and acting would have to be a primum mobile (first mover), a new beginning, or an original creative source of activity. But, this cannot be, it is argued, since surely actions are caused by wants and desires, wants and desires flow from our character, and our character is formed by environment and heredity. Trace the causes of any event or action back and it will have sources which are outside ourselves and our control. Evidence for determinism comes from common sense and science. You simply would not believe a medical report which announced that it had been discovered that cancer had no cause, or that there was no cause for your car not starting. In human affairs too, we firmly believe that the better we get to know someone the less surprised we will be about what they do in particular circumstances. In other words the better we get to know the initial conditions (his/her character) the more reliable predictions we can make. When you make a mistake you often say, â€Å"I didn’t know ol’ Billybob as well as I thought. † You attribute your mistake to ignorance of all the initial conditions; you do not believe that the action was without cause. The progress of science, the great advances in explaining and predicting events in both the natural and the social sciences which heretofore seemed deeply mysterious is offered as evidence that all events could be explained if we searched long enough. Psychology as a science of human behavior is based on the notion that one can come up with causes of behavior and formulate laws of behavior. Depending on the particular approach to psychology, these laws could link up behavior with mental antecedents, mental events with other mental events, or it may be found that all so-called mental activity has a physical cause or basis in brain activity. That is, it may turn out that explanations of all human activity will be reducible to biological or neurological explanations. Behaviorism is one psychological theory which claims that behavior can be understood and explained in terms of patterns of reinforcement without appealing to mental events. But determinism does not rise or fall with any particular psychological theory. Nineteenth century psychology which emphasized introspection of consciousness, still tried to find laws governing thought processes and indeed the expression â€Å"laws of thought† is common in 19th century psychology textbooks. The last kind of evidence comes from introspective analysis of our behavior. Often when we really think about why we did something we find causes of which we were not first aware. Sometimes we find unconscious motivations which originate from happenings in early childhood. Other times we can be deeply puzzled about the causes of our own behavior, but we invariably think that with enough analysis or introspection the causes could be found. Some puzzles about determinism: What is the logical status of the thesis: all events are caused; that is, what if anything would count against the thesis? If one tries to bring up a counterexample, the determinist standard answer seems to be â€Å"We don’t know what the cause is, but there must be one. † But, this is just begging the question. Secondly, do we know what we mean when we say, â€Å"x causes y? † Does this mean that y must occur or that y necessarily occurs, given that x occurs? Since, we only know what causes what by observation, it seems that all we can assert is â€Å"y always has followed x. † That is, there is an invariable and regular set of experiences we have had, but this is a far cry from saying that y MUST occur, given that x occurred. Thirdly, Is their analysis of the meaning of â€Å"free† correct? Do we mean that something is uncaused we say that it is free? Finally, haven’t deterministic models of the physics of the universe been challenged by indeterministic ones. Isn’t there suppose to be a basic indeterminacy at the quantum level? And, wouldn’t this indicate that there are some chance elements in nature? free will vs. determinism |[pic] | Definition: The question of free will is one which has been hotly debated for millennia. Some people believe that humans have the capacity for free will – the ability to choose their actions without being forced to follow a certain course by either by the influence of others or by natural laws. For many theists, free will is regarded as a special gift from God. The notion of human free will is also an important premise for a lot of what happens in human society – in particular, when it comes to our legal system. Free will is necessary for the notion of personal responsibility. If people do not have free will, then it is difficult to argue that they are personally and morally responsible for their actions – and if that is the case, how can they be punished for their misdeeds? In fact, how can they be praised for the good things they do, if those actions were not also freely chosen? Others, however, argue that if the universe itself is deterministic in nature, then human actions must also be deterministic – thus, modern determinism tends to be an outgrowth of modern science. If human actions simply follow the course of natural law, then it is difficult to hold that those actions can be â€Å"freely† chosen. Those who advocate determinism run into something of a contradiction, however, when they try to argue their point with those who argue for free will. If it is true that nothing is freely chosen, then those who believe in the existence of free will do not do so by choice – so what is the point of trying to convince them otherwise? Indeed, what is the point of trying to convince anyone of anything if all events are determined? One thing to note about the debate between free will and determinism is that both terms tend to be defined in such a way as to explicitly exclude the other. But why must that be the case? The philosophical position of compatibilism argues that these concepts do not need to be defined in such a mutually exclusive manner and that, in fact, both free will and determinism can be compatible. The problem of free will or determinism is slightly different for the theist. Instead of wondering if natural laws mean that human actions are all determined, the theist must also ask whether or not their god has pre-determined all events in the universe, including their own. If so, that will mean that their ultimate fate will be determined. This position was adopted most completely and explicitly by the Reform theologian John Calvin, who argued that some people are predestined to be saved and some are predestined to be damned, and there is nothing anyone can possibly do about it. P. F. STRAWSON: FREEDOM AND RESENTMENT — The Determinism and Freedom Philosophy Website — The doyen of living English philosophers, by these reflections, took hold of and changed the outlook of a good many other philosophers, if not quite enough. He did so, essentially, by assuming that talk of freedom and responsibility is talk not of facts or truths, in a certain sense, but of our attitudes. His more explicit concern was to look again at the question of whether determinism and freedom are consistent with one another — by shifting attention to certain personal rather than moral attitudes, first of all gratitude and resentment. In the end, he arrived at a kind of Compatibilist or, as he says, Optimist conclusion. That is no doubt a recommendation but not the largest recommendation of this splendidly rich piece of philosophy. ————————————————————— Some philosophers say they do not know what the thesis of determinism is. Others say, or imply, that they do know what it is. Of these, some—the pessimists perhaps—hold that if the thesis is true, then the concepts of moral obligation and responsibility really have no application, and the practices of punishing and blaming, of expressing moral condemnation and approval, are really unjustified. Others—the optimists perhaps—hold that these concepts and practices in no way lose their raison d’etre if the thesis of determinism is true. Some hold even that the justification of these concepts and practices requires the truth of the thesis. There is another opinion which is less frequently voiced: the opinion, it might be said, of the genuine moral sceptic. This is that the notions of moral guilt, of blame, of moral responsibility are inherently confused and that we can see this to be so if we consider the consequences either of the truth of determinism or of its falsity. The holders of this opinion agree with the pessimists that these notions lack application if determinism is true, and add simply that they also lack it if determinism is false. If I am asked which of these parties I belong to, I must say it is the first of all, the party of those who do not know what the thesis of determinism is. But this does not stop me from having some sympathy with the others, and a wish to reconcile them. Should not ignorance, rationally, inhibit such sympathies? Well, of course, though darkling, one has some inkling—some notion of what sort of thing is being talked about. This lecture is intended as a move towards reconciliation; so. is likely to seem wrongheaded to everyone. But can there be any possibility of reconciliation between such clearly opposed positions as those of pessimists and optimists about determinism? Well, there might be a formal withdrawal on one side in return for a substantial concession on the other. Thus, suppose the optimist’s position were put like this: (1) the facts as we know them do not show determinism to be false; (2) the facts as we know them supply an adequate basis for the concepts and practices which the pessimist feels to be imperilled by the possibility of determinism’s truth. Now it might be that the optimist is right in this, but is apt to give an inadequate account of the facts as we know them, and of how they constitute an adequate basis for the problematic concepts and practices; that the reasons he gives for the adequacy of the basis are themselves inadequate and leave out something vital. It might be that the pessimist is rightly anxious to get this vital thing back and, in the grip of his anxiety, feels he has to go beyond the facts as we know them; feels that the vital thing can be secure only if, beyond the facts as we know them, there is the further fact that determinism is false. Might he not be brought to make a formal withdrawal in return for a vital concession? 2. Let me enlarge very briefly on this, by way of preliminary only. Some optimists about determinism point to the efficacy of the practices of punishment, and of moral condemnation and approval, in regulating behaviour in socially desirable ways. (1) In the fact of their efficacy, they suggest, is an adequate basis for these practices; and this fact certainly does not show determinism to be false. To this the pessimists reply, all in a rush, that just punishment and moral condemnation imply moral guilt and guilt implies moral responsibility and moral responsibility implies freedom and freedom implies the falsity of determinism. And to this the optimists are wont to reply in turn that it is true that these practices require freedom in a sense, and the existence of freedom in this sense is one of the facts as we know them. But what ‘freedom’ means here is nothing but the absence of certain conditions the presence of which would make moral condemnation or punishment inappropriate. They have in mind conditions like compulsion by another, or innate incapacity, or insanity, or other less extreme forms of psychological disorder, or the existence of circumstances in which the making of any other choice would be morally inadmissible or would be too much to expect of any man. To this list they are constrained to add other factors which, without exactly being limitations of freedom, may also make moral condemnation or punishment inappropriate or mitigate their force: as some forms of ignorance, mistake, or accident. And the general reason why moral condemnation or punishment are inappropriate when these factors or conditions are present is held to be that the practices in question will be generally efficacious means of regulating behaviour in desirable ways only in cases where these factors are not present. Now the pessimist admits that the facts as we know them include the existence of freedom, the occurrence of cases of free action, in the negative sense which the optimist concedes; and admits, or rather insists, that the existence of freedom in this sense is compatible with the truth of determinism. Then what does the pessimist find missing? When he tries to answer this question, his language is apt to alternate between the very familiar and the very unfamiliar. (2) Thus he may say, familiarly enough, that the man who is the subject of justified punishment, blame or moral condemnation must really deserve it; and then add, perhaps, that, in the case at least where he is blamed for a positive act rather than an omission, the condition of his really deserving blame is something that goes beyond the negative freedoms that the optimist concedes. It is, say, a genuinely free identification of the will with the act. And this is the condition that is incompatible with the truth of determinism. The conventional, but conciliatory, optimist need not give up yet. He may say: Well, people often decide to do things, really intend to do what they do, know just what they’re doing in doing it; the reasons they think they have for doing what they do, often really are their reasons and not their rationalizations. These facts, too, are included in the facts as we know them. If this is what you mean by freedom—by the identification of the will with the act—then freedom may again be conceded. But again the concession is compatible with the truth of the determinist thesis. For it would not follow from that thesis that nobody decides to do anything; that nobody ever does anything intentionally; that it is false that people sometimes know perfectly well what they are doing. I tried to define freedom negatively. You want to give it a more positive look. But it comes to the same thing. Nobody denies freedom in this sense, or these senses, and nobody claims that the existence of freedom in these senses shows determinism to be false. But it is here that the lacuna in the optimistic story can be made to show. For the pessimist may be supposed to ask: But why does freedom in this sense justify blame, etc.? You turn towards me first the negative, and then the positive, faces of a freedom which nobody challenges. But the only reason you have given for the practices of moral condemnation and punishment in cases where this freedom is present is the efficacy of these practices in regulating behaviour in socially desirable ways. But this is not a sufficient basis, it is not even the right sort of basis, for these practices as we understand them. Now my optimist, being the sort of man he is, is not likely to invoke an intuition of fittingness at this point. So he really has no more to say. And my pessimist, being the sort of man he is, has only one more thing to say; and that is that the admissibility of these practices, as we understand them, demands another kind of freedom, the kind that in turn demands the falsity of the thesis of determinism. But might we not induce the pessimist to give up saying this by giving the optimist something more to say? 3. I have mentioned punishing and moral condemnation and approval; and it is in connection with these practices or attitudes that the issue between optimists and pessimists—or, if one is a pessimist, the issue between determinists and libertarians—is felt to be particularly important. But it is not of these practices and attitudes that I propose, at first, to speak. These practices or attitudes permit, where they do not imply, a certain detachment from the actions or agents which are their objects. I want to speak, at least at first, of something else: of the non-detached attitudes and reactions of people directly involved in transactions with each other; of the attitudes and reactions of offended parties and beneficiaries; of such things as sratitude, resentment, forgiveness, love, and hurt feelings. Perhaps something like the issue between optimists and pessimists arises in this neighbouring field too; and since this field is less crowded with disputants, the issue might here be easier to settle; and if it is settled here, then it might become easier to settle it in the disputant-crowded field. What I have to say consists largely of commonplaces. So my language, like that of commonplaces generally, will be quite unscientific and imprecise. The central commonplace that I want to insist on is the very great importance that we attach to the attitudes and intentions towards us of other human beings, and the great extent to which our personal feelings and reactions depend upon, or involve, our beliefs about these attitudes and intentions. I can give no simple description of the field of phenomena at the centre of which stands this commonplace truth; for the field is too complex. Much imaginative literature is devoted to exploring its complexities; and we have a large vocabulary for the purpose. There are simplifying styles of handling it in a general way. Thus we may, like La Rochefoucauld, put self-love or self-esteem or vanity at the centre of the picture and point out how it may be caressed by the esteem, or wounded by the indifference or contempt, of others. We might speak, in another jargon, of the need for love, and the loss of security which results from its withdrawal; or, in another, of human self-respect and its connection with the recognition of the individual’s dignity. These simplifications are of use to me only if they help to emphasize how much we actually mind, how much it matters to us, whether the actions of other people—and particularly of some other people—reflect attitudes towards us of goodwill, affection, or esteem on the one hand or contempt, indifference, or malevolence on the other. If someone treads on my hand accidentally, while trying to help me, the pain may be no less acute than if he treads on it in contemptuous disregard of my existence or with a malevolent wish to injure me. But I shall generally feel in the second case a kind and degree of resentment that I shall not feel in the first. If someone’s actions help me to some benefit I desire, then I am benefited in any case; but if he intended them so to benefit me because of his general goodwill towards me, I shall reasonably feel a gratitude which I should not feel at all if the benefit was an incidental consequence, unintended or even regretted by him, of some plan of action with a different aim. These examples are of actions which confer benefits or inflict injuries over and above any conferred or inflicted by the mere manifestation of attitude and intention themselves. We should consjder also in how much of our behaviour the benefit or injury resides mainly or entirely in the manifestation of attitude itself. So it is with good manners, and much of what we call kindness, on the one hand; with deliberate rudeness, studied indifference, or insult on the other. Besides resentment and gratitude, I mentioned just now forgiveness. This is a rather unfashionable subject in moral philosophy at present; but to be forgiven is something we sometimes ask, and forgiving is something we sometimes say we do. To ask to be forgiven is in part to acknowledge that the attitude displayed in our actions was such as might properly be resented and in part to repudiate that attitude for the future (or at least for the immediate future); and to forgive is to accept the repudiation and to forswear the resentment. We should think of the many different kinds of relationship which we can have with other people—as sharers of a common interest; as members of the same family; as colleagues; as friends; as lovers; as chance parties to an enormous range of transactions and encounters. Then we should think, in each of these connections in turn, and in others, of the kind of importance we attach to the attitudes and intentions towards us of those who stand in these relationships to us, and of the kinds of reactive attitudes and feelings to which we ourselves are prone. In general, we demand some degree of goodwill or regard on the part of those who stand in these relationships to us, though the forms we require it to take vary widely in different connections. The range and intensity of our reactive attitudes towards goodwill, its absence or its opposite vary no less widely. I have mentioned, specifically, resentment and gratitude; and they are a usefully opposed pair. But, of course, there is a whole continuum of reactive attitude and feeling stretching on both sides of these and—the most comfortable area—in between them. The object of these commonplaces is to try to keep before our minds something it is easy to forget when we are engaged in philosophy, especially in our cool, contemporary style, viz. what it is actually like to be involved in ordinary interpersonal relationships, ranging from the most intimate to the most casual. 4. It is one thing to ask about the general causes of these reactive attitudes I have alluded to; it is another to ask about the variations to which they are subject, the particular conditions in which they do or do not seem natural or reasonable or appropriate; and it is a third thing to ask what it would be like, what it is like, not to suffer them. I am not much concerned with the first question; but I am with the second; and perhaps even more with the third. Let us consider, then, occasions for resentment: situations in which one person is offended or injured by the action of another and in which—in the absence of special considerations—the offended person might naturally or normally be expected to feel resentment. Then let us consider what sorts of special considerations might be expected to modify or mollify this feeling or remove it altogether. It needs no saying now how multifarious these considerations are. But, for my purpose, I think they can be roughly divided into two kinds. To the first group belong all those which might give occasion for the employment of such expressions as ‘He didn’t mean to’, ‘He hadn’t realized’, ‘He didn’t know’; and also all those which might give occasion for the use of the phrase ‘He couldn’t help it’, when this is supported by such phrases as ‘He was pushed’, ‘He had to do it’, ‘It was the only way’, ‘They left him no alternative’, etc. Obviously these various pleas, and the kinds of situations in which they would be appropriate, differ from each other in striking and important ways. But for my present purpose they have something still more important in common. None of them invites us to suspend towards the agent, either at the time of his action or in general, our ordinary reactive attitudes. They do not invite us to view the agent as one in respect of whom these attitudes are in any way inappropriate. They invite us to view the injury as one in respect of which a particular one of these attitudes is inappropriate. They do not invite us to see the agent as other than a fully responsible agent. They invite us to see the injury as one for which he was not fully, or at all, responsible. They do not suggest that the agent is in any way an inappropriate object of that kind of demand for goodwill or regard which is reflected in our ordinary reactive attitudes. They suggest instead that the fact of in jury was not in this case incompatible with that demand’s being fulfilled, that the fact of injury was quite consistent with the agent’s attitude and intentions being just what we demand they should be. (3) The agent was just ignorant of the injury he was causing, or had lost his balance through being pushed or had reluctantly to cause the injury for reasons which acceptably override his reluctance. The offering of such pleas by the agent and their acceptance by the sufferer is something in no way opposed to, or outside the context of, ordinary inter-personal relationships and the manifestation of ordinary reactive attitudes. Since things go wrong and situations are complicated, it is an essential and integral element in the transactions which are the life of these relationships. The second group of considerations is very different. I shall take them in two subgroups of which the first is far less important than the second. In connection with the first subgroup we may think of such statements as ‘He wasn’t himself’, ‘He has been under very great strain recently’, ‘He was acting under post-hypnotic suggestion’; in connection with the second, we may think of ‘He’s only a child’, ‘He’s a hopeless schizophrenic’, ‘His mind has been systematically perverted’, ‘That’s purely compulsive behaviour on his part’.