Snow Flower Essay Example for Free

Snow Flower Essay Lily’s world would be nothing without love and pain. There are many different interpretations of love between each character. Some do not express what true love is while others do not experience love at all, just obedience between to married strangers. Love is a reoccurring theme in this novel of these two Chinese laotongs. Lily Wu learns very early that the love she shares with her mother is entirely cocooned in the pain. In fact, the Chinese word for mother means pain. The foot binding that a mother was obligated to do in the era, was a terribly painful ritual in which the daughters feet completely break into a â€Å"C† shape, with the toes curves to the heel. Making her walk on her injured feet is the only way to get them to break, and the mother must enforce this, even if it leads to thrashing. Lily consistently feels unloved because her mother does not display enough of affection towards her. By the age of 7, Lily does not fully understand why her mother puts her through the excruciating pain of foot binding. This process is what will make the daughter valuable and marriageable. The pain of marriage love, to Lily, involves rupture and is the picture of subservience. A new wife is expected to not only serve her new husband, but to serve his entire household, particularly his mother, doing the hardest work. She is also a tool to bear and raise children. The relationship between Lily and her husband is extremely parallel than the one shared among Snow Flower and her spouse. Lily’s husband cares for her well-being and that she is taken care of. He never once threatened her or laid a hand on her. They have a true, enchanting marriage for their culture. She would go past her limits for her children and husband. When the sickness epidemic flourished in her village, Lily was the only one to leave the room ,which is risking her to get contaminated and possibly lead to her death. She sacrificed herself to care for her dying mother-in-law and to keep her children free of disease. Lily is the definition of a strong and caring mother. Laotongs are two girls that have a secretive bond that lasts for lifetimes. Snow Flower and Lily consider themselves birds with the same beating heart. They are inseparable with the nu shu that they script in their fan. Writing their thoughts and describing how they long to be together. These laotongs constantly learns from one another. Lily educates Snow Flower on the daily chores of a young lady of a lower class, which will assist Snow Flower as her marriage develops. They want to be each others’ happiness when there is none occurring in their life at the time. Even through the lies and the pain Lily will always love Snow Flower, even after her death. Snow Flower and her husband have a mismatched marriage. Her husband is a butcher, which brings bad fortune into the next life. He sees Snow Flower no more than an object that he and his mother controls. When they were deserted during the winter months in the mountain, he only kept Lily alive because they assumed there would be a reward; because he knew of her wealth being betrothed into the Lu family. He even had bed time with her whenever he wanted while his family and Lily were present. They do not share true love in comparison with Lily and her husband. Not all endings become happy ones. Love and loss is a commonality throughout this story. Many of the people that Lily and Snow Flower have come to love are now deceased. One thing that will never fade is the laotong relationship that Lily and Snow Flower grew into that will develop into their next life; forever friends.

The Digestive System Essay -- Anatomy Processes Eating Digestion Essay

The Digestive System The digestive system is a group of organs that perform the process by which food, containing nutrients, is eaten and broken down into different components. This breakdown makes it possible for the digested material to pass through the intestinal wall into the blood stream. The digestive process contains many different steps that take place in many different organs.The first step of digestion begins at the mouth, where the food enters the mouth. Saliva is secreted from the salivary glands. The saliva contains enzymes such as Ptyalin, which starts sugar digestion. The enzymes also provide lubrication to help in the chewing and swallowing of the food. The food then goes down the esophagus and into the stomach, where the next step of digestion takes place. In the stomach, a mixture of hydrochloric acid and Pepsin, which is secreted by the stomach wall, liquefies the food. At the same time, a substance called intrinsic factor binds Vitamin B in food and various gastric enzymes, such as Pepsin (which begins protein digestion), which are secreted by the stomach wall. Secretions of mucus protect the stomach from its digestive enzymes. The food is then mixed in the stomach, turning it into chyme(digested food). The muscular pumping motion called peristalsis churns the chyme around.The chyme then passes through the pyloric valve by peristalsis to the first portion of the small intestine, the duodenum. The duodenum is where most of the chemical digestion takes place. Here, bile from the gallbladder and enzymes from the pancreas and intestinal walls combine with the chyme to begin the final part of digestion.Bile liquid is created in the liver, and stored in the gallbladder. Bile aids in the mechanical digestion of fat. The pancreas and gland cells of the small intestine secrete digestive enzymes that chemically break down complex food molecules into simpler ones. These enzymes include trypsin for protein digestion, amylase for carbohydrate digestion, and lipase for fat digestion. When the food passes through the duodenum, the digestion is complete.From the duodenum, the chyme passes to the jejunum and ileum, where tiny finger-like objects called villi, cover the walls. These villi start the absorption of food. During the absorption, food molecules enter the blood stream through the walls of the intestine. From the small intest... ...um often affects the amount or frequency of one’s bowel movements. People should see a doctor if they experience any change in their bowel movements or pain while having a movement. Most patients whose cancer is confined to the intestine have the growth removed by surgery. They may also receive radiation therapy or chemotherapy. These patients have an excellent chance of being cured. Patients whose cancer has spread beyond the intestine usually have surgery, supplemented by radiation therapy or chemotherapy. Works Cited Broitman, Selwyn A. â€Å"Digestive System.† Grolier Multimedia Encyclopedia. 1998. â€Å"Digestive System.† A.D.A.M. The Inside Story. Vers. 2.01. Computer Software. A.D.A.M. Software Inc., 1996 Dubois, Andre. â€Å"Constipation.† World Book Multimedia Encyclopedia. 1999 Dubois, Andre. â€Å"Diarrhea.† World Book Multimedia Encyclopedia. 1999 Dubois, Andre. â€Å"Digestive System.† World Book Multimedia Encyclopedia. 1999 Franklin, James L. â€Å"Ulcer.† World Book Multimedia Encyclopedia. 1999 Lindsay, Mary. The Visual Dictionary of the Human Body. New York: Dorling Kindersley, Inc., 1991. Plaut, Andrew G. â€Å"Appendicitis.† World Book Multimedia Encyclopedia. 1999 The Digestive System Essay -- Anatomy Processes Eating Digestion Essay The Digestive System The digestive system is a group of organs that perform the process by which food, containing nutrients, is eaten and broken down into different components. This breakdown makes it possible for the digested material to pass through the intestinal wall into the blood stream. The digestive process contains many different steps that take place in many different organs.The first step of digestion begins at the mouth, where the food enters the mouth. Saliva is secreted from the salivary glands. The saliva contains enzymes such as Ptyalin, which starts sugar digestion. The enzymes also provide lubrication to help in the chewing and swallowing of the food. The food then goes down the esophagus and into the stomach, where the next step of digestion takes place. In the stomach, a mixture of hydrochloric acid and Pepsin, which is secreted by the stomach wall, liquefies the food. At the same time, a substance called intrinsic factor binds Vitamin B in food and various gastric enzymes, such as Pepsin (which begins protein digestion), which are secreted by the stomach wall. Secretions of mucus protect the stomach from its digestive enzymes. The food is then mixed in the stomach, turning it into chyme(digested food). The muscular pumping motion called peristalsis churns the chyme around.The chyme then passes through the pyloric valve by peristalsis to the first portion of the small intestine, the duodenum. The duodenum is where most of the chemical digestion takes place. Here, bile from the gallbladder and enzymes from the pancreas and intestinal walls combine with the chyme to begin the final part of digestion.Bile liquid is created in the liver, and stored in the gallbladder. Bile aids in the mechanical digestion of fat. The pancreas and gland cells of the small intestine secrete digestive enzymes that chemically break down complex food molecules into simpler ones. These enzymes include trypsin for protein digestion, amylase for carbohydrate digestion, and lipase for fat digestion. When the food passes through the duodenum, the digestion is complete.From the duodenum, the chyme passes to the jejunum and ileum, where tiny finger-like objects called villi, cover the walls. These villi start the absorption of food. During the absorption, food molecules enter the blood stream through the walls of the intestine. From the small intest... ...um often affects the amount or frequency of one’s bowel movements. People should see a doctor if they experience any change in their bowel movements or pain while having a movement. Most patients whose cancer is confined to the intestine have the growth removed by surgery. They may also receive radiation therapy or chemotherapy. These patients have an excellent chance of being cured. Patients whose cancer has spread beyond the intestine usually have surgery, supplemented by radiation therapy or chemotherapy. Works Cited Broitman, Selwyn A. â€Å"Digestive System.† Grolier Multimedia Encyclopedia. 1998. â€Å"Digestive System.† A.D.A.M. The Inside Story. Vers. 2.01. Computer Software. A.D.A.M. Software Inc., 1996 Dubois, Andre. â€Å"Constipation.† World Book Multimedia Encyclopedia. 1999 Dubois, Andre. â€Å"Diarrhea.† World Book Multimedia Encyclopedia. 1999 Dubois, Andre. â€Å"Digestive System.† World Book Multimedia Encyclopedia. 1999 Franklin, James L. â€Å"Ulcer.† World Book Multimedia Encyclopedia. 1999 Lindsay, Mary. The Visual Dictionary of the Human Body. New York: Dorling Kindersley, Inc., 1991. Plaut, Andrew G. â€Å"Appendicitis.† World Book Multimedia Encyclopedia. 1999

How P&G Tripled Its Innovation Success Rate

SPOTLIGHT ON PRODUCT INNOVATION Spotlight ARTWORK Josef Schulz, Form #1, 2001 C-print, 120 x 160 cm How P&G Tripled Its Innovation Success Rate Inside the company’s new-growth factory by Bruce Brown and Scott D. Anthony 64 Harvard Business Review June 2011 HBR. ORG Bruce Brown is the chief technology o? cer of Procter & Gamble. Scott D. Anthony is the managing director of Innosight. June 2011 Harvard Business Review 65 B SPOTLIGHT ON PRODUCT INNOVATION 66 Harvard Business Review June 2011 BACK IN 2000 the prospects for Procter & Gamble’s Tide, the biggest brand in the company’s fabric and household care division, seemed limited.The laundry detergent had been around for more than 50 years and still dominated its core markets, but it was no longer growing fast enough to support P&G’s needs. A decade later Tide’s revenues have nearly doubled, helping push annual division revenues from $12 billion to almost $24 billion. The brand is surging in emerging markets, and its iconic bull’seye logo is turning up on an array of new products and even new businesses, from instant clothes fresheners to neighborhood dry cleaners. This isn’t accidental. It’s the result of a strategic effort by P&G over the past decade to systematize innovation and growth.To understand P&G’s strategy, we need to go back more than a century to the sources of its inspiration— Thomas Edison and Henry Ford. In the 1870s Edison created the world’s first industrial research lab, Menlo Park, which gave rise to the technologies behind the modern electric-power and motion-picture industries. Under his inspired direction, the lab churned out ideas; Edison himself ultimately held more than 1,000 patents. Edison of course understood the importance of mass production, but it was his friend Henry Ford who, decades later, perfected it.In 1910 the Ford Motor Company shifted the production of its famous Model T from the Piquette Avenue P lant, in Detroit, to its new Highland Park complex nearby. Although the assembly line wasn’t a novel concept, Highland Park showed what it was capable of: In four years Ford slashed the time required to build a car from more than 12 hours to just 93 minutes. How could P&G marry the creativity of Edison’s lab with the speed and reliability of Ford’s factory? The answer its leaders devised, a â€Å"new-growth factory,† is still ramping up.But already it has helped the company strengthen both its core businesses and its ability to capture innovative new-growth opportunities. P&G’s efforts to systematize the serendipity that so often sparks new-business creation carry important lessons for leaders faced with shrinking product life cycles and increasing global competition. Laying the Foundation Innovation has long been the backbone of P&G’s growth. As chairman, president, and CEO Bob McDonald notes, â€Å"We know from our history that while prom otions may win quarters, innovation wins decades. The company spends nearly $2 billion annually on R&D—roughly 50% more than its closest competitor, and more than most other competitors combined. Each year it invests at least another $400 million in foundational consumer research to discover opportunities for innovation, conducting some 20,000 studies involving more than 5 million consumers in nearly 100 countries. Odds are that as you’re reading this, P&G researchers are in a store somewhere observing shoppers, or even in a consumer’s home.These investments are necessary but not sufficient to achieve P&G’s innovation goals. â€Å"People will innovate for financial gain or for competitive advantage, but this can be self-limiting,† McDonald says. â€Å"There needs to be an emotional component as well—a source of inspiration that motivates people. † At P&G that inspiration lies in a sense of purpose driven from the top down—the m essage that each innovation improves people’s lives. At the start of the 2000s only about 15% of P&G’s innovations were meeting revenue and profit targets.So the company launched its now well-known Connect + Develop program to bring in outside innovations and built a robust stage-gate process to help manage ideas from inception to launch. (For more on C+D, see Larry Huston and Nabil Sakkab, â€Å"Connect and Develop: Inside Procter & Gamble’s New Model for Innovation,† HBR March 2006. ) These actions showed early signs of raising innovation success rates, but it was clear that P&G needed more breakthrough innovations. And it had to come up with them as reliably as Ford’s factory had rolled out Model Ts.HOW P&G TRIPLED ITS INNOVATION SUCCESS RATE? HBR. ORG Idea in Brief Procter & Gamble is a famous innovator. Nonetheless, in the early 2000s only 15% of its innovations were meeting their revenue and pro? t targets. To address this, the company set ab out building organizational structures to systematize innovation. The resulting new-growth factory includes large newbusiness creation groups, focused project teams, and entrepreneurial guides who help teams rapidly prototype and test new products and business models in the market.The teams follow a step-by-step business development manual and use specialized project and portfolio management tools. Innovation and strategy assessments, once separate, are now combined in revamped executive reviews. P&G’s experience suggests six lessons for leaders looking to build new-growth factories: Coordinate the factory with the company’s core businesses, be a vigilant portfolio manager, start small and grow carefully, create tools for gauging new businesses, make sure the right people are doing the right work, and nurture cross-pollination. ithout a further boost to its organic growth capabilities, the company would still have trouble hitting its targets. P&G’s leaders recog nized that the kind of growth the company was after couldn’t come from simply doing more of the same. It needed to come up with more breakthrough innovations—ones that could create completely new markets. And it needed to do this as reliably as Henry Ford’s Highland Park factory had rolled out Model Ts. In 2004 Gil Cloyd, then the chief technology officer, and A. G.Lafley, then the CEO, tasked two 30-year P&G veterans, John Leikhim and David Goulait, with designing a new-growth factory whose intellectual underpinnings would derive from the Harvard Business School professor Clayton Christensen’s disruptive-innovation theory. The basic concept of disruption—driving growth through new offerings that are simpler, more convenient, easier to access, or more affordable—was hardly foreign to P&G. Many of the company’s powerhouse brands, including Tide, Crest, Pampers, and Swiffer, had followed disruptive paths.Leikhim and Goulait, with suppor t from other managers, began by holding a two-day workshop for seven new-product-development teams, guided by facilitators from Innosight (a firm Christensen cofounded). The attendees explored how to shake up embedded ways of thinking that can inhibit disruptive approaches. They formulated creative ways to address critical commercial questions—for example, whether demand would be sufficient to warrant a new-product launch. Learning from the workshop helped spur the development of new products, such as the probiotic supplement Align, and also bolstered existing ones, such as Pampers.In the years that followed, Leikhim and Goulait shored up the factory’s foundation, working with Cloyd and other P&G leaders to: Teach senior management and project team members the mind-sets and behaviors that foster disruptive growth. The training, which has changed over time, initially ranged from short modules on topics such as assessing the demand for an early-stage idea to multiday cou rses in entrepreneurial thinking. Form a group of new-growth-business guides to help teams working on disruptive projects.These experts might, for instance, advise teams to remain small until their project’s key commercial questions, such as whether consumers would habitually use the new product, have been answered. The guides include several entrepreneurs who have succeeded—and, even more important, failed—in starting businesses. Develop organizational structures to drive new growth. For example, in a handful of business About the units the company created small groups focused Spotlight Artist Each month we illustrate primarily on new-growth initiatives.The groups our Spotlight package with (which, like the training, have evolved significantly) a series of works from an acaugmented an existing entity, FutureWorks, whose complished artist. We hope charter is to create new brands and business mod- that the lively and cerebral creations of these photograels. Dedic ated teams within the groups conducted phers, painters, and instalmarket research, developed technology, created lation artists will infuse our pages with additional energy business plans, and tested assumptions for specific and intelligence and amplify projects. hat are often complex and Produce a process manual—a step-by-step abstract concepts. This month’s artist is guide to creating new-growth businesses. The Josef Schulz, a German manual includes overarching principles as well as photographer who often detailed procedures and templates to help teams turns his lens on modern industrial constructs and describe opportunities, identify requirements for digitally strips away de? ning success, monitor progress, make go/no-go decisions, details to render moreand more. abstract, universally relRun demonstration projects to showcase the evant images. In the ? rst step I’m a photographer emerging factory’s work. One of these was a line of with his limitations, † he pocket-size products called Swash, which quickly once told an interviewer, refresh clothes: For example, someone who’s in a â€Å"and then an artist with his freedom of decisions. † hurry can give a not-quite-clean shirt a spray rather View more of the artist’s than putting it through the wash. work at josefschulz. de. June 2011 Harvard Business Review 67 SPOTLIGHT ON PRODUCT INNOVATION Sustaining CommercialCommercial innovations use creative marketing, packaging, and promotional approaches to grow existing o? erings. During the 2010 Winter Olympics, P&G ran a series of ads celebrating mothers. The campaign covered 18 brands, was viewed repeatedly by hundreds of millions of consumers, and drove $100 million in revenues. P&G’s Four Types of Innovation Sustaining innovations bring incremental improvements to existing products: a little more cleaning power to a laundry detergent, a better ? avor to a toothpaste. These provide what P&G calls  "er† bene? s—better, easier, cheaper—that are important to sustaining share among current customers and getting new people to try a product. Sharpening the Focus By 2008 P&G had a working prototype of the factory, but the company’s innovation portfolio was weighed down by a proliferation of small projects. A. G. Lafley charged Bob McDonald (then the COO) and CTO Bruce Brown (a coauthor of this article) to dramatically increase innovation output by focusing the factory on fewer but bigger initiatives. McDonald and Brown’s team drove three critical improvements.First, rather than strictly separating innovations designed to bolster existing product lines from efforts to create new product lines or business models, P&G increased its emphasis on an intermediate category: transformational-sustaining innovations, which deliver major new benefits in existing product categories. Consider the Crest brand, the market leader until the late 1990s, when it was us urped by Colgate. Looking for a comeback, in 2000 P&G launched a disruptive innovation, Crest Whitestrips, that made teeth whitening at home affordable and easy.In 2006 it introduced Crest Pro-Health, which squeezes half a dozen benefits into one tube—the toothpaste fights cavities, plaque, tartar, stains, gingivitis, and bad breath. In 2010 it rolled out Crest 3D White, a line of advanced oral care products, including one that whitens teeth in two hours. Such efforts helped Crest retake the lead in many markets. Pro-Health and 3D White were both transformational-sustaining innovations, meant to appeal to current consumers while attracting new ones. These sorts of innovations share an mportant trait with market-creating disruptive innovations: They have a high degree of uncertainty—something the factory is specifically designed to manage. Second, P&G strengthened organizational supports for the formation of transformationalsustaining and disruptive businesses. It estab lished several new-business-creation groups, larger in size 68 Harvard Business Review June 2011 and scope than any previous growth-factory team, whose resources and management are kept carefully separate from the core business.These groups— dedicated teams led by a general manager—develop ideas that cut across multiple businesses, and also pursue entirely new business opportunities. One group covers all of P&G’s beauty and personal care businesses; another covers its household care business (the parent unit of the fabric-and-household and the family-and-baby-care divisions); a third, FutureWorks, focuses largely on enabling different business models (it helped guide P&G’s recent partnership with the Indian business Healthpoint Services).The new groups supplement (rather than replace) existing supports such as the Corporate Innovation Fund, which provides seed capital to ideas that might otherwise slip through the cracks. P&G also created a specialized te am called LearningWorks, which helps plan and execute in-market experiments to learn about purchase decisions and postpurchase use. Third, P&G revamped its strategy development and review process. Innovation and strategy assessments had historically been handled separately. Now the CEO, CTO, and CFO explicitly link company, business, and innovation strategies.This integration, coupled with new analyses of such issues as competitive factors that could threaten a given business, has surfaced more opportunities for innovation. The process has also prompted examinations of each unit’s â€Å"production schedule,† or pipeline of growth opportunities, to ensure that it’s robust enough to deliver against growth goals for the next seven to 10 years. Evaluations are made of individual business units (feminine care, for example) as well as broad sectors (household care).This revised approach calls for each business unit to determine the mix of innovation types it needs to deliver the required growth. HOW P&G TRIPLED ITS INNOVATION SUCCESS RATE? HBR. ORG Transformational-Sustaining Transformational-sustaining innovations reframe existing categories. They typically bring order-of-magnitude improvements and fundamental changes to a business and often lead to breakthroughs in market share, pro? t levels, and consumer acceptance. In 2009 P&G introduced the wrinkle-reducing cream Olay Pro-X.Launching a $40-a-bottle product in the depths of a recession might seem a questionable strategy. But P&G went ahead because it considered the product a transformational-sustaining innovation—clinically proven to be as e? ective as its much more expensive prescription counterparts, and superior to the company’s other antiaging o? erings. The cream and related products generated ? rst-year sales of $50 million in U. S. food retailers and drugstores alone. Disruptive Disruptive innovations represent newto-the-world business opportunities.A company enters ent irely new businesses with radically new o? erings, as P&G did with Swi? er and Febreze. Running the Factory Let’s return now to Tide, whose dramatic growth highlights the potential of P&G’s approach. Over the past decade the brand has launched numerous products and product-line extensions, carved new paths in emerging markets, and tested a promising new business model. If you had looked for Tide in a U. S. supermarket 10 years ago, you would have found, for the most part, ordinary bottles and boxes of detergent.Now you’ll see the Tide name on dozens of products, all with different scents and capabilities. For example, in 2009 P&G introduced a line of laundry additives called Tide Stain Release. Within a year, building on 26 patents, it incorporated these additives into a sible to 70% of Indian consumers and has helped to significantly increase Tide’s share in India. More radically, Swash moved the Tide brand out of the laundry room. The line has clear dis ruptive characteristics: Swash products don’t clean as thoroughly as laundry detergents or remove wrinkles as effectively as professional pressing.But because they’re quick and easy to use, they offer â€Å"good enough† occasional alternatives between washes. Swash took an unconventional path to commercialization. When the products were first sold, in a store near P&G’s headquarters in Ohio, they carried a different brand name and had no apparent connection to Tide. After that experiment, P&G opened a â€Å"pop up† Swash store at The Ohio State University. Both Tide Dry Cleaners is a factory innovation that represents an entirely new business model. new detergent, Tide with Acti-Lift—the first major redesign of Tide’s liquid laundry detergent in a decade.The product’s launch drove immediate marketshare growth of the Tide brand in the United States. P&G has also customized formulations for emerging markets. Ethnographic research showed that about 80% of consumers in India wash their clothes by hand. They had to choose between detergents that were relatively gentle on the skin but not very good at actually cleaning clothes, and more-potent but harsher agents. With the problem clearly identified, in 2009 a team came up with Tide Naturals, which cleaned well without causing irritation.Mindful of the need in emerging markets to provide greater benefit at lower cost—â€Å"more for less†Ã¢â‚¬â€P&G priced Tide Naturals 30% below comparably effective but harsher products. This made the Tide brand accestests helped the company understand how consumers would buy and use the products, which P&G then began selling exclusively through Amazon and other online channels. In early 2011 the company ramped down its promotion of Swash, although learning from the effort will inform its work on other disruptive ideas in the clothes-refreshing space.Whereas Swash was a new product line, Tide Dry Cleaners represent s an entirely new business model. It started when a team began exploring ways to disrupt the dry-cleaning market, using proprietary technologies and a unique store design grounded in insights about consumers’ frustrations with existing options. Many cleaning establishments are dingy, unfriendly places. Customers have to park, walk, and wait. Often the cleaners’ hours are inconvenient. P&G’s alternative: bright, boldly colored cleaners June 2011 Harvard Business Review 69 SPOTLIGHT ON PRODUCT INNOVATIONThe Factory’s Consumer Research at Work In October 2010 P&G launched the Gillette Guard razor in India, a transformational-sustaining innovation whose strategic intent was simple: to provide a cheaper and e? ective alternative for the hundreds of millions of Indians who use double-edged razors. The company’s researchers spent thousands of hours in the market to understand these consumers’ needs. They gained important insights by observing men i n rural areas who, lacking indoor plumbing, typically shave outdoors using little or no water—and don’t shave every day.The single-blade Gillette Guard was thus designed to clean easily, with minimal water, and to manage longer stubble. The initial retail price was 15 rupees (33 cents), with re? ll cartridges for ? ve rupees (11 cents). Early tests showed that consumers preferred the new product to double-edged razors by a six-to-one margin. Its breakthrough performance and a? ordability position it for rapid growth. featuring specialized treatments, drive-through windows, and 24-hour storage lockers to facilitate after-hours drop-off and pickup.Using the new-growth factory’s process manual, the development team identified key assumptions about the proposed dry cleaners. For example, could the business model generate enough returns to attract store owners willing to pay up to $1 million for franchise rights? In 2009 P&G’s guides helped the team open three pilots in Kansas City to try to find out. That year P&G also formed Agile Pursuits Franchising, a subsidiary to oversee such efforts, and transferred ownership of the dry-cleaning venture to FutureWorks, whose main mission is to pursue new business models that lie outside P&G’s established systems.It remains to be seen how Tide Dry Cleaners will fare, but one promising sign came in 2010, when Andrew Cherng, the founder of the Panda Restaurant Group, announced plans to open 150 franchises in four years. He told BusinessWeek, â€Å"I wasn’t around when McDonald’s was taking franchisees, [but] I’m not going to miss this one. † To ensure strategic cohesion and smart resource allocation, Tide’s innovation efforts have been closely coordinated through regular dialogues among several leaders—CEO McDonald, CTO Brown, the vice-chair of the household business unit, and the president of the fabric care division.They’ve also been the focu s of discussions at Corporate Innovation Fund meetings and similar reviews. This isn’t just the methodical pursuit of a single innovation. It’s part of a steady stream of ideas in development—a factory humming with work. and learning, and personally engage. Our journey at P&G suggests six lessons for leaders looking to create new-growth factories. 1. Closely coordinate the factory and the core business. Leaders sometimes see efforts to foster new growth as completely distinct from efforts to bolster the core; indeed, many in the innovation community have argued as much for years.Our experience indicates the opposite. First, new-growth efforts depend on a healthy core business. A healthy core produces a cash flow that can be invested in new growth. And we’ve all known times when an ailing core has demanded management’s full attention; a healthy core frees leaders to think about more-expansive growth initiatives. Second, a core business is rich with capabilities that can support new-growth efforts. Consider P&G’s excellent relationships with major retailers. Those relationships are a powerful, hard-to-replicate asset that helps the factory expedite new-growth initiatives. Swiffer wouldn’t be Swiffer without them.Third, some of the tools for managing core efforts—particularly those that track a project’s progress—are also useful for managing new-growth efforts. And finally, the factory’s rapid-learning approach often yields insights that can strengthen existing product lines. One of the project teams at the 2004 workshop was seeking to spur conversion in emerging markets from cloth to disposable diapers. Subsequent in-market tests yielded a critical discovery: Babies who wore disposable diapers fell asleep 30% faster and slept 30 minutes longer than babies wearing cloth diapers—an obvious benefit for infants (and their parents).Advertising campaigns touting this advantage helped m ake Pampers the number one brand in several emerging markets. 2. Promote a portfolio mind-set. P&G communicates to both internal and external stakeholders that it is building a varied portfolio of innovation Lessons for Leaders Efforts to build a new-growth factory in any company will fail unless senior managers create the right organizational structures, provide the proper resources, allow sufficient time for experimentation 70 Harvard Business Review June 2011 HOW P&G TRIPLED ITS INNOVATION SUCCESS RATE? HBR. ORG approaches, ranging from sustaining to disruptive ones. See the sidebar â€Å"P&G’s Four Types of Innovation. †) It uses a set of master-planning tools to match the pace of innovation to the overall needs of the business. It also deploys portfolio-optimization tools that help managers identify and kill the least-promising programs and nurture the best bets. These tools create projections for every active idea, including estimates of the financial potential a nd the human and capital investments that will be required. Some ideas are evaluated with classic net-present-value calculations, others with a risk-adjusted real-option approach, and still others with more-qualitative criteria.Although the tools assemble a rank-ordered list of projects, P&G’s portfolio management isn’t, at its core, a mechanical exercise; it’s a dialogue about resource allocation and business-growth building blocks. Numerical input informs but doesn’t dictate decisions. A portfolio approach has several benefits. First, it sets up the expectation that different projects will be managed, resourced, and measured in different ways, just as an investor would use different criteria to evaluate an equity investment and a real estate one.Second, because the portfolio consists largely of sustaining and transformational-sustaining efforts, seeing it as a whole highlights the critical importance of these activities, which protect and extend legitim ate disagreement about the best way to organize for new growth. Whereas we believe in a factory with relatively strong ties to the core, some advocate a â€Å"skunkworks† organization. Others argue for â€Å"distinct but linked† organizations under an â€Å"ambidextrous† leader; still others recommend mirroring the structure of a venture capital firm. (P&G’s factory uses several organizational approaches. Treating capability development itself as a new-growth innovation lets companies try different approaches and learn what works best for them. A staged approach serves another important purpose: It’s a built-in reminder that a new-growth factory is not a quick fix. The factory won’t provide a sudden boost to next quarter’s results, nor can it instantly rein in an out-of-control core business that’s veering from crisis to crisis. GILLETTE GUARD After thousands of hours of research in the ? eld, P&G learned that a single-blade ra zor was a cheaper and e? ective alternative to double-edged razors for many consumers in India. CREST 3D WHITEUsurped by Colgate in the late 1990s, Crest has regained the lead in many markets owing to its introduction of several innovative oral care products, including ones that make teeth whitening at home a? ordable and easy. 4. Create new tools for gauging new businesses. Anticipated and nascent markets are notoriously hard to analyze. Detailed follow-up with one of the project teams that attended the pilot workshop showed P&G that it needed new tools for this purpose. P&G now conducts â€Å"transaction learning experiments,† or TLEs, in which a team â€Å"makes a little and sells a little,† thus letting consumers vote with their wallets.Teams have sold small amounts of products online, at mall kiosks, in pop-up stores, and at amusement parks—even in the company store P&G now conducts â€Å"transaction learning experiments,† which let consumers vote wi th their wallets. core businesses. Finally, a portfolio approach helps reinforce the message that any project, particularly a disruptive one, may carry substantial risk and might not deliver commercial results—and that’s fine, as long as the portfolio accounts for the risk. 3. Start small and grow carefully. Remember how the new-growth factory began: with a simple two-day workshop.It then expanded to small-scale pilots in several business units before becoming a companywide initiative. Staged investment allows for early, rapid revision—before lines scribbled on a hypothetical organizational chart are engraved in stone. It also provides for targeted experimentation. For example, there is and outside company cafeterias. P&G devised a venture capital approach to testing the market for Align, its probiotic supplement, providing seed capital for a controlled pilot. The company has also tested entire business models—recall the Kansas City pilots of Tide Dry Cle aners. 5.Make sure you have the right people doing the right work. Building the factory forced P&G to change the way it staffed certain teams. At any given time the company has hundreds of teams working on various innovation efforts. In the past, most teams consisted mainly of part-time members—employees who had other responsibilities pulling at them. But disruptive and transformational-sustaining efforts June 2011 Harvard Business Review 71 SPOTLIGHT ON PRODUCT INNOVATION HBR. ORG CONNECT WITH THE AUTHORS Do you have questions or comments about this article? The authors will respond to reader feedback at hbr. org. TIDE DRY CLEANERSStill in an early stage, this innovation arose in part from insights about consumers’ frustrations with the dinginess and inconvenience of most existing drycleaning establishments. require undivided attention. (As the old saying goes, nine women can’t make a baby in a month. ) There need to be people who wake up each day and go to sle ep each night obsessing about the new business. New-growth teams also need to be small and nimble, and they should include seasoned members. P&G found that big teams often bog down because they pursue too many ideas at once, whereas small teams are better able to quickly focus on the mostpromising initiatives.Having several members with substantial innovation experience helps teams confidently make sound judgment calls when data are inconclusive or absent. Finally, building a factory requires a substantial investment in widespread, ongoing training. Changing mind-sets begins, literally, with teaching a new language. Key terms such as â€Å"disruptive innovation,† â€Å"job to be done,† â€Å"business model,† and â€Å"critical assumptions† must be clearly and consistently defined. P&G reinforces key innovation concepts both at large meetings and at smaller, focused workshops, and in 2007 it established a â€Å"disruptive innovation college. People workin g on new-growth projects can choose from more than a dozen courses, ranging from basic innovation language to designing and executing a TLE, sketching out a business model, staffing a new-growth team, and identifying a job to be done. 6. Encourage intersections. Successful innovation requires rich cross-pollination both inside and outside the organization. P&G’s Connect + Develop program is part of a larger effort to intersect with other disciplines and gain new perspectives.Over the past few years P&G has: †¢ Shared people with noncompeting companies. In 2008 P&G and Google swapped two dozen employees for a few weeks. P&G wanted greater exposure to online models; Google was interested in learning more about how to build brands. †¢ Engaged even more outside innovators. In 2010 P&G refreshed its C+D goals. It aims to become the partner of choice for innovation collaboration, and to triple C+D’s contribution to P&G’s innovation development (which would m ean deriving $3 billion of the company’s annual sales growth from outside innovators).It has expanded the program to forge additional connections with government labs, universities, small and medium-sized entrepreneurs, consortia, and venture capital firms. †¢ Brought in outside talent. P&G has traditionally promoted from within. But it recognized that total reliance on this approach could stunt its ability to create new-growth businesses. So it began bringing in high-level people to address needs beyond its core capabilities, as when it hired an outsider to run Agile Pursuits Franchising. In that one stroke, it acquired expertise in franchise-based business models that would have taken years to build organically.SOME THINK it’s foolish for large companies to even attempt to create innovative-growth businesses. They maintain that organizations should just outsource innovation, by acquiring promising start-ups. But P&G’s efforts appear to be working. Recall that in 2000 only 15% of its innovation efforts met profit and revenue targets. Today the figure is 50%. The past fiscal year was one of the most productive innovation years in the company’s history, and the company’s three- and five-year innovation portfolios are sufficient to deliver against their growth objectives.Projections suggest that the typical initiative in 2014 and 2015 will have nearly twice the revenue of today’s initiatives. That’s a sixfold increase in output without any significant increase in inputs. Our experience tells us that although individual creativity can be unpredictable and uncontrollable, collective creativity can be managed. Although the next Tide or Crest innovation might stumble, the factory’s methodical approach should bring many more innovations successfully to market. The factory process can create sustainable sources of revenue growth—no matter how big a company becomes.HBR Reprint R1106C At P&G’s â €Å"disruptive innovation college,† people working on new-growth projects can choose from more than a dozen courses. 72 Harvard Business Review June 2011 Harvard Business Review Notice of Use Restrictions, May 2009 Harvard Business Review and Harvard Business Publishing Newsletter content on EBSCOhost is licensed for the private individual use of authorized EBSCOhost users. It is not intended for use as assigned course material in academic institutions nor as corporate learning or training materials in businesses.Academic licensees may not use this content in electronic reserves, electronic course packs, persistent linking from syllabi or by any other means of incorporating the content into course resources. Business licensees may not host this content on learning management systems or use persistent linking or other means to incorporate the content into learning management systems. Harvard Business Publishing will be pleased to grant permission to make this content available through such means. For rates and permission, contact [email  protected] org.

Development Of Drugs With High Potency And Inhibitory...

Summary of research plan Development of drugs with high potency and inhibitory activity against specific activating mutation, while showing significantly less activity against wild type mutations, made testing specific sensitizing mutation necessary. (1) (EGFR) T790M mutation a successful example of a biomarker for non-small cell lung cancer (NSCLC) treatment with Osimertinib that gained a wide acceptance in clinical practice in Europe and US (), One question that needs to be asked, however, is whether testing for similar mutations in different cancer will be of clinical value. an unknown subpopulation of patients with CRC will have an activating EGFR mutation, such as L858R, which is thought to activate the receptor constitutively, regardless of ligand status promoting cellular proliferation and growth. in patients with colorectal cancer, Targeting activated EGFR, hypothetically, will lead to growth inhibition of cancer cell dependent on the oncogenic drive of sensitising EGFR mutation. This project aims t o investigate the role of EGFR (L858R/+/+) as a biomarker for AZD 9291 (Osimertinib) treatment, using SW48 cell line with a wild type mutation of EGFR and Heterozygous knockin of EGFR activating mutation (L858R/+/+), to investigate the mechanism of resistances if cells developed resistance and to test the overlap between Osimertinib and AZD5363, palbocidib and selumetinib. This work should improve treatment outcome for patients with CRC with EGFR sensitising mutationShow MoreRelatedThe Consequences Of The Discovery Of Pi3k Inhibitors791 Words   |  4 Pagesunder way. There is evidence that the early compounds namely quercetin, wortmannin and LY294002 could inhibit PI3K pathway. The latter two compounds were able to rule the research for more than a decade but their high toxicity and insolubility precludedthem as in vivo pharmacological drugs [Falasca (2010]. Thus, the attention was again shifted to the discovery of novel inhibitors that could target distinct member in PI3K signalling pathway. Very few PI3K targeting agents, like everolimus and temsirolimusRead MoreAntibacterial Activity Of Selected Ethanolic Herbal Extracts And Cow Urine Distillate969 Words   |  4 PagesThe objective of the study was to compare the synergistic antibacterial activity of Ciprofloxacin (CF) in presence of selected ethanolic herbal extracts and cow urine distillate. I n this study antibacterial activity of ethanolic extracts of pepper (P), turmeric (T), zinger (Z), drumstick (D) and Cow urine distillate (CUD) were tested against ATCC strains of Staphylococcus aureus, Klebsiella pneumonia and clinical isolates of Pseudomonas aeruginosa and E-coli by cup plate diffusion method. ResultsRead MoreAnticancer Effects Of Drug Conjugates879 Words   |  4 PagesHybrid drugs (drug conjugates, dual ligands) are compounds that incorporate two drugs (pharmacophores) in one single molecule (Fig. 2iii). The two pharmacophrores could be either directly linked or connected by a longer cleavable or non-cleavable linker/spacer described previously. Hybrid drugs are expected to exert simultaneous dual action at different biological targets, which might result in enhanced efficacy compared to single-target drugs. Although this class of conjugates is not yet availableRead MoreSymptoms And Symptoms Of Alzheimer s Disease3214 Words   |  13 Pagesthe early AChE inhib itors, physostigmine and tacrine were able to improve in the cognitive function of AD moderately. However, physostigmine has poor efficacy and tacrine has liver side effects. As a new AChE inhibitor, Donepezil exhibits longer inhibitory effect and higher efficacy than others. Moreover, it is highly selective for AChE with a low affinity for BuChE. Phase III study in the US, Japan and European countries showed that donepezil was able to treat these symptoms of mild to moderate ADRead MoreTb Is A Treatable And Curable Disease Essay1438 Words   |  6 Pagesaccurate early diagnosis, drug resistance screening, HIV screening, correct drug selection and long-term compliance. (1) The current first line treatment for drug-sensitive TB includes an ‘intensive phase’ of 2 months and a ‘continuation phase’ of 4 to 7 months. The drugs used in the initiation phase include rifampicin (RIF), isoniazid (INH), pyrazinamide (PYR) and ethambutol (EMB), with RIF and INH being continued until MTB is eradicated. (1) This four-drug treatment regimen for drug-sensitive TB diseaseRead MoreCancer Therapy Essay1597 Words   |  7 Pagesfor tumor recurrenc e and high rate of mortality. 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Natural products acquire massive structural and chemicalRead MoreEssay On BACE1 Inhibitors1651 Words   |  7 Pagesbecause of liver toxicity.11 As a result, researchers focused on designing potent small molecule BACE1 inhibitor drugs. However, the development of non-peptidic BACE1 inhibitors with sufficient binding affinity, satisfactory pharmacokinetics and suitable brain penetration has proven to be very challenging.12 Fortunately, researchers utilized innovative, diverse and complex drug development approaches to develop the third- generation inhibitors which have shown satisfactory pharmacokinetics and encouragingRead MoreSymptoms And Treatment Of Gi Cancer Resistance Networks3430 Words   |  14 Pagesapoptotic programming. Commonly used Gemcitabine (GEM) or platinum-based regimens fails to induce perturbations in the resistome, resulting in high rate of treatment failure. GI cancer resistance networks are in part due to interactions between parallel signaling and aberrantly expressed microRNAs (miRNAs) that collectively promote the development and survival of drug-resistant cancer stem cells (CSCs) with epithelial-to-mesenchymal transition (EMT) characteristics. The lack of understanding of resistanceRead MoreFood Protein Derived Bioactive Peptides ( Bps )5959 Words   |  24 Pagesthereby influencing health positively. These peptides have attracted high research and consumer interests due to their huge potential of use in functional foods and other dietary interventions of disease control and health promotion. However, successful product development is limited by the fact that current manufacturing processes are either difficult to scale up, high in cost, or have the potential to affect the structure-activity properties of these peptides. To overcome these challenges, we have

Capital Punishment Research Study - 1288 Words

This study was conducted to identify the characteristics of capital punishment and establish findings related to cost, racial bias, socio-economic class, innocent persons on death row, and cruel and unusual punishment. A questionnaire was provided to participants to gauge the level of education regarding issues and knowledge of the death penalty. Capital punishment is defined as the legal process to which a person is put to death by the state as punishment for a crime. Capital punishment is also hereby referred to as the death penalty. Research Methods Data for this study was obtained using both primary and secondary research. Secondary research was investigated via a content analysis of websites regarding characteristics that relate to†¦show more content†¦Participants were then prompted with the question, â€Å"Do you support the death penalty?† Thirty-three responded no, and seventeen responded yes. Regardless of their answer, participants were then questioned, â€Å"Why or Why not?† Depending on their answer, participants were provided with information related to their reasoning. Out of those participants that responded yes, six believed that those accused of heinous crimes that would land criminals on death row deserved it and insisted that they should pay for their crime with their life. Participants that believed in the revenge eye-for-an-eye mentality were presented with statistics from the Death Penalty Information Center chronicling 143 exonerations since October 25, 2013. Exoneration is defined by Columnist Dan Rodricks as defendants who have been convicted, sentenced to death and their conviction was either overturned, they were acquitted at re-trial, all charges were dropped, or they were given an absolute pardon by the governor based on new evidence of innocence (The Innocence List). When prompted â€Å"Do you support the death penalty?† again, four had retained their original answer of yes, but two decidedShow MoreRelatedCapital Punishment Of The Criminal Justice System1407 Words   |  6 PagesIn the United States, capital punishment has a lways been the spotlight of many debates concerning the consequences of severe crimes. Although capital punishment is deemed to be acceptable for violent crimes such as murder, there are numerous individuals who oppose the usage of capital punishment against violent offenders. Both proponents and opponents have given countless opinions concerning the deterrence effect of capital punishment. Research studies have also added fuel to the debate in regardsRead MoreContemporary Political Statement1241 Words   |  5 Pagesconduct a study experiment on contemporary political issues that affect society, it is important that experiments are well-controlled from the constraints of the extraneous variable. That is other variables beyond the independent and dependent variable that may change the outcome of the experiment due to exclusion from the research design. For example, the topic capital punishment and its relationship with age are designed to discover whether age correlates with ele cting harsh punishments for crimesRead MoreCapital Punishment And Its Effect On The Economy Of United States1320 Words   |  6 Pagesfactors influenced the development of the death penalty, or capital punishment as it has developed into in the United States. Because of this, controversy about whether or not to have the punishment arose, leading to much debate on the topic. The paper will analyze and observe the Capital Punishment and its influence on the economy of United States. 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The Brigg and Goole MP â€Å"is one of a number of Tory backbenchers calling for a commons debate of the return of capital punishment.†(BBC NEWS, 5th A ugust 2011) CurrentlyRead MorePunishing Criminals by Death Will Deter Future Crimes...or Not?1216 Words   |  5 Pagespenalty as a tool used by the system of justice. The essay states some of the research that has been conducted with the intention of proving that capital punishment can deter crimes. This paper points out the effects and imposition of capital punishments on criminal activities. The paper finally makes a conclusion on the issue of capital punishment as deterrence. Introduction Many people assume that punishment by death will prevent crime, but if that was true then crimes would not haveRead MoreCapital Punishment Is Deterring Future Crimes814 Words   |  4 Pagesthe study of criminal justice. Hundreds of convicted criminals have seen their fate by the hands of capital punishment in the course of United States history. Hundreds of others are still awaiting the day their sentence will be carried out. However, even though many of Americans still believe the principal role of capital punishment is deterring future crimes, thousands of others condemn the United States criminal justice system for its errors and fallacies, which result in erroneous capital punishmentRead MoreCapital Punishment : A Deterrent Effect971 Words   |  4 PagesRecent research studies argues that the death penalty has significant deterrent effects, supporting the use of capital punishment. In particular, American constitutional legal scholars Cass R Sunstein and Adrien Ve rmeule presented their 2005 study, â€Å"Is Capital Punishment Morally Required? The Relevance of Life-Life Tradeoffs,† which supports the notion of capital punishment as a deterrent. Sunstein and Vermeule’s study specifically presents the argument of the morality behind the death penalty’sRead MorePros And Cons Of Capital Punishment1303 Words   |  6 PagesCapital Punishment: The Benefits and Downfalls Taylor M. Osborne Charleston Southern University Abstract The following essay explores the pros and cons of capital punishment. A brief history of how capital punishment was introduced into modern society is included. Various resources have been used for research which include online articles, studies, and textbook references. This paper suggests the costs of capital punishment to be very high, but brings closure and justice to families, and even

Christianity, Confucianism, Buddhism, Hinduism, And Islam

1. Describe, compare and contrast the concept of â€Å"self† in Hinduism, Buddhism, Confucianism, Taoism, Judaism, Christianity, and Islam. Please state the views of each tradition fully and clearly. In life, one will undertake a spiritual journey in which you will uncover the meaning of the self. Many religions, including Hinduism, Confucianism and monotheistic religions, have developed philosophies placing importance of the â€Å"self.† Emphasis on morality, virtues, honest contribute to the development of the inner self. In religions such as, Islam and Judaism the importance of conducts and worship will lead you to paradise in the after as promised by Allah or Yahweh. The teachings of proper behavior, edict, ethics and conduct are also part of the teachings of Confucius, an ancient Chinese philosopher. Redeveloping the self, according to the founders of Buddhism and Christianity, will lead to your spiritual enlightenment and Salvation. Enlightenment is also present in Hinduism. Pursuing Dharma leads mankind to the path of happiness, pleasure and contentment as well as, savior from suffering and degradation. A final religion placing importance on the concept of the â₠¬Å"self† is Taoism. Taoism is known as a religion as well as, a philosophy. In Taoism, the pursuit of happiness, the embrace of wonder and joy through the trials of life, is the primary teaching. Hinduism is religion and way of life that was born in modern day India. Enlightenment of the self is a key element to theShow MoreRelatedWorld Religion: Christianity the Most Widespread Religion in The World1473 Words   |  6 Pagesaround the world. The six world religions are Christianity, Islam, Judaism, Hinduism, Buddhism, and Confucianism. Many of these religions are monotheistic, which is the belief of only one god or one higher power. There are also polytheistic believers, which is the belief in many or more than one god. These six world religions have a lot in common and they also have their differences that make their certain religion or belief special to them. Christianity is the most widespread religion in the worldRead MoreJudaism And The Jewish Prayer3766 Words   |  16 PagesJudaism such as Christianity and Islam. Judaism is a monotheistic religion meaning it worships only one god. At the time monotheistic religions were very uncommon. The Jewish consider the Tanakh their holy scripture. The Tanakh contains 39 book, which were composed around 3000 years ago. Within the Tanakh is the Torah, or first five books: Genesis, Exodus, Leviticus, Numbers, and Deuteronomy. †¢ Abraham- considered the first monotheist and father of Christianity, Judaism, and Islam David- A kingRead MoreReligion plays a lot of roles in many different cultures. Most things are religion based like in2100 Words   |  9 Pagescultures. Most things are religion based like in the United States. 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I will compare these religions in terms of â€Å"1) male and female in cosmic order, and good and evil 2) purity and impurity 3) education, teaching, and religious leadership 4) asceticism and monasticism 5) marriageRead MoreChristianity, Judaism, Hinduism, Buddhism, Confucianism, And Confucianism1472 Words   |  6 Pagesmeanings, ranging from â€Å"kind of similar if you look at it in the right fashion†, to â€Å"exactly alike†. In any case, there are many examples, and counterexamples of universal ideas between the â€Å"main† seven religions: Christianity, Judaism, Islam, Hinduism, Buddhism, Daoism, and Confucianism, which will be explored in the remainder of this essay. Arguments could be made on how all religions share a similarity. For example, all religions were persecuted by outsiders at some point. Perhaps the most dramaticRead MoreEssay on Reflection On World Religion983 Words   |  4 Pagesthese religions originated and have a general concept of the beliefs behind each religion. 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Understanding ones own individual position within the context of the universe helps to drive ones relationship to the divine, to the pedestrian andRead MoreReligion in China and India1280 Words   |  6 PagesAND INDIA There are many different religions in both China and India. The most popular religions in China are ancient Confucianism and Taoism, Buddhism, Islam, Protestant, Catholic, and a new form of religion Falun Gong. India has many religions that are different or the same as the Chinese. Indian religions include: Hinduism, Islam, Christianity, Sikhism, Buddhism, and Jainism. There are also many people from China that do not follow a religion because of its communist background. KRead MoreBuddhism, Hinduism, Confucianism And Monotheistic Religions1108 Words   |  5 PagesIn life, one will undertake a spiritual journey in which you will uncover the meaning of the self. 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In Europe, Roman Catholicism is the dominant branch in the southwest and east, Protestantism

Lord Of The Flies And The Withered Arm Comparison Essay Example For Students

Lord Of The Flies And The Withered Arm Comparison Essay Lordof the Flies and The Withered Arm ComparisonI have chosen The Lord of the Flies andThe Withered Arm because they are similar even though they were writtenin different time periods. Lord of the Flies was written in the 20th centuryand the Withered arm was written in the 19th century. Lord of the flies by William GoldingThe title signifies Death, devil (Beelzebub). The Withered arm by Thomas HardyThe title signifies decay or decline. We will write a custom essay on Lord Of The Flies And The Withered Arm Comparison specifically for you for only $16.38 $13.9/page Order now Settings:The withered arm is set in the 19th centuryon a farm. This is in Anglebury .The story starts of on Mr Lodges farmand finishes on the farm. Gertrude lodge lives in a mud built cottage. The lord of the flies is set on a fictitiousremote island in the 20th century. The story starts of in the jungle. Theylater move onto the beaches. They then move to other locations on the islandsuch as the fort and the mountain. Differences and similarities between settingsBoth of the settings are isolated. Lordof the Flies, is on an island so they cant get off but in the WitheredArm there is not much transport so wherever you went you would have towalk or get a horse. The settings are different because theyare set in different periods. Themes:Lord of the flies:Good and evil, good and evil is a fairlylarge theme in the story. Early in the novel good is represented by theconch this is a symbol of decency and order. The two tribes Represent goodand evil in the best way. However, there are other things such as the beastand the ship. The beast frightens them because they think it is an evilsign. The ship is a good sign but they do not manage to flag it down, becauseJack had not looked after the fire. This springs an almost air of hatredbetween Ralph and Jack. Law and order, plays a big role in thestory. It comes into play at the very beginning with the conch. Ralph andPiggy find the shell and Ralph blows it, this draws all the children ontothe beech. The conch later becomes an element of law and order, becausethe boys are only aloud to talk during meetings if they have the conch. Fear, fear is probably the biggest themein the story there is a big list of elements of fear such as the fear ofthe beast, the isolation of the island, the war outside of the island,the fear of not being rescued, the fear of Jacks group (savages) and thefear of fear itself. The Withered arm:The withered arm shares the same themesof the lord of the flies Good and evil, this is symbolised when Gertrudelodge turns up to Rhoda brook and says about her bad arm. This is in conjunctionto when Rhoda has a dream about Gertrude and her having a bad arm. Order, order plays an important part inThe Withered Arm, there is order between the social classes. Farmer lodgewill not acknowledge anyone he sees on the road or any place else. He showsthis when the boy is walking past the carriage of Farmer Lodge. Characters:Lord of the Flies:Ralph, he is portrayed as a typical Britishboy, he has led a life that illustrates a perfect British boyhood. Ralphsfather is a commander in the Royal Navy. This may endorse his image oflaw and order when he is voted leader. Ralph demonstrates a quiet authoritywhich the boys appreciate and favour compared to jacks more harsh and aggressiveapproach. .ud9bf72ca40ef8ed5d8c05f94c809767d , .ud9bf72ca40ef8ed5d8c05f94c809767d .postImageUrl , .ud9bf72ca40ef8ed5d8c05f94c809767d .centered-text-area { min-height: 80px; position: relative; } .ud9bf72ca40ef8ed5d8c05f94c809767d , .ud9bf72ca40ef8ed5d8c05f94c809767d:hover , .ud9bf72ca40ef8ed5d8c05f94c809767d:visited , .ud9bf72ca40ef8ed5d8c05f94c809767d:active { border:0!important; } .ud9bf72ca40ef8ed5d8c05f94c809767d .clearfix:after { content: ""; display: table; clear: both; } .ud9bf72ca40ef8ed5d8c05f94c809767d { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ud9bf72ca40ef8ed5d8c05f94c809767d:active , .ud9bf72ca40ef8ed5d8c05f94c809767d:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ud9bf72ca40ef8ed5d8c05f94c809767d .centered-text-area { width: 100%; position: relative ; } .ud9bf72ca40ef8ed5d8c05f94c809767d .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ud9bf72ca40ef8ed5d8c05f94c809767d .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ud9bf72ca40ef8ed5d8c05f94c809767d .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ud9bf72ca40ef8ed5d8c05f94c809767d:hover .ctaButton { background-color: #34495E!important; } .ud9bf72ca40ef8ed5d8c05f94c809767d .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ud9bf72ca40ef8ed5d8c05f94c809767d .ud9bf72ca40ef8ed5d8c05f94c809767d-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ud9bf72ca40ef8ed5d8c05f94c809767d:after { content: ""; display: block; clear: both; } READ: Lack Of Privacy In 1984 EssayHe is practical, strong-minded, athletic,kind and a middle-class boy. Piggy, his unattractive appearance andremoteness from the group prevent him from making an involvement to lifeon the island. He is the most intelligent boy on the island. He moans alot and is put to manual labour by the other boys. He is Intelligent, asthmatic, overweightand his father is dead. Jack Merridew, Jack is the character inthe story that you are supposed to despise. He bases his stand on him beingleader by, I can sing C sharp. His key involvement to the survival ofthe boys is the fact that he leads the savages (hunters) They provide themeat by tracking the pigs. The whole experience of the island to Jack,is one big game. He is leader of the choir, red hair, aggressive and dominant,arrogant, envious, chief of savages. Simon, he is described on several occasionsas ?funny, queer, ?batty and ?crackers He is courageous because heclimbed the mountain to face the beast. He has a different insight to allthe going ons around the island. Simon is the only boy who tries to explainthe notion of evil. He is courageous, shy, kind, thoughtful,sensitive, strange, intelligent and observant. Sam and Eric, these are twins that areknown as one person ?Sam n Eric. Like many twins, they have their ownprivate language and finish each others sentences. Sam also brings up anothertheme of, good and evil he says I got mixed up with myself meaning hehad good and evil fighting inside him. They act as one personThe boy with the birth mark, throughoutthe novel, the minor characters remain unknown, but this minor characteris purposely given a physical characteristic, which makes him memorable. Consequently, when he is missing after the fire it is obvious that he hasdisappeared and the boys are made strongly aware of the consequences oftheir actions. He has a deliberate physical feature sohe can be remembered. The parachutist, having asked for a signfrom the outside world, the dead airman is what they get. They see himas a representation of death, decay and decline. He is the boys worst fearin the form of the beast. The Withered arm:Rhoda Brooke, she lives in a cottage withmud walls, she is working class. She works on Mr Lodges farm as a milkmaid. Rhoda has a son whose name is not given in the story. Rhoda is very quietand keeps herself to herself. She had a love affair with Mr Lodge but itis over and, no one knows. Gertrude lodge, Gertrude is Mr Lodges newlady, she is very pretty Her face too fresh in colour, but it was of totallydifferent quality ? soft and evanescent, like the light under a heap ofrose petals She is young her hair is lightish, and her face as comelyas a live dolls. Farmer Lodge, Farmer Lodge is the fartherof Rhodas son. He owns the farm that Rhoda works onBoy is the son of Rhoda he loves his mumand would do anything for her. Rhoda sends her son out to spy on FarmerLodges new lady (Gertrude).