Relationship Between Leadership And Change Management Essay

Relationship Between Leadership And Change Management Essay Organizations have to endure significant and traumatic changes in order to survive in the dynamic and competitive business environment. Leadership plays a vital role in the implementation of organizational change. This study will discuss how leaders would effectively implement such strategic changes with specific approaches, theories and styles of leadership. The author will relate to appropriate organizational examples and incorporate academic frameworks models of leadership. Defining Leadership Although many people have tried to define leadership there is no single definition that would capture the essence of leadership. Daft suggested that Leadership is an influence relationship among leaders and followers, who intend real changes that reflect their shared purposes (Daft 2008, p.4). Yukl stated that Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives (Yukl 2006, p.26).Both Daft Yukl gave similar view points and spoke about the ability of a leader to influence followers in order to achieve a shared objective. For some people, leadership is a trait or ability, for others it is a skill or behavior whereas still for others leadership is a relationship. Therefore it is evident that people have a wide range of perspective on leadership (Northhouse, 2009). Therefore it is taken into authors consideration that leadership is the ability to influence followers to improve performance in sequence to achieve a shared objective. For a leader to be able to achieve the objective he/she should possess the right attitude and right skills. . Defining Change Dawson (2003 , p.11) stated that there can never be a universal theory for organizational change, as change involves a movement to some future state that comprises a context and time that remains unknown. Whereas Matcheva (2010) mentioned that organizational change refers to the fundamental and thorough reorientation in the way the organization operates. Organizational change may occur due to several internal and external environmental factors. The external factors will consist of political, economical, social and technological stimuli where as internal factors will be factors such as organizations management policies and styles, systems, procedures and employee attitudes. (Buono, 2009) Perry (2006) argued that change is inevitable and therefore should be planned for and form part of the normal process of management. Burke (2011, p.1) gave a different view mentioning Organizations change all the time each and every day. The change that occurs in organizations is for the most part unplanned and gradual. Relationship between leadership and change Change has been a challenging area and has affected many organizations. Organizations have to endure such significant change in order to survive in the dynamic and competitive business environment. The change must be aligned according to organizational culture, values, people and behaviors to encourage the desired results. Therefore human leadership plays a key role in making change a success. Such transformation is difficult and will definitely result in resistance and resentment by employees. The social and psychological fear of change and the lack of technical expertise will affect the change process. Therefore Leaders should be equipped with skills that would enable effective strategic change. David (2004) also emphasized how leadership could help overcome resistance to change. He indicates that In order for World Class Organizations to survive, management must understand that change is inevitable and that they themselves are responsible for overcoming employee resistance through sound management and change-oriented leadership (David, 2004). Globalization, technological changes, knowledge management and cross boundary collaboration are the four major forces affecting organizational change. Change could occur either in the external environment or macro environment. Organizations are in need of innovative and creative visionaries who understand how to make decisions in such changes Tappin (2009). An effective change leader should have a sense of purpose and a vision, ability to manage people through tough situations, ability to take accountability and responsibility and motivate people to achieve respective goals. Once people believe in leaders, the excitement will drive them to achieve targets. Therefore it is evident that there is a strong relationship between leadership and change. Leadership plays a major role in minimizing resistance to change as well as ensuring smooth execution of change. Importance of leadership in change The most challenging aspect of a business is leading and managing change. With the business environment being subject to fast paced economic and social change modern businesses need to adapt and be flexible to survive. The main challenge in leading change is to manage human resources. As mentioned by Kotter (1999, p.19) More change demands more leadership Kotter emphasized the need of a leader to manage change. Nilakant Ramanarayan (2006) also mentioned the importance of leadership during each phase of change, mainly the execution stage. Kotter (1999, p.7) identified one of the most common errors of organizational failures during change as its inability to create a powerful guiding coalition. He stressed on the importance of strong line leadership during change. Kotter identified a 8 stage change process which consist of Establishing a sense of urgency. Creating a guiding coalition. Developing a vision and strategy. Communicating the change vision. Empowering broad based action. Generating short term wins. Consolidating gains and produce more change. Anchoring new approaches in the culture. (Kotter, 1996, p.21) In order to follow the above steps, an initiative needs to be taken which demands leadership. Through the above approach leaders would be able to act as a change agent minimizing resistance to change. Tappin (2009) mentioned that a leader needs to develop the following characteristics in order to manage change. A vision, and be able to communicate it to their organizations An orientation to serving An entrepreneurial mind-set A commitment to continuous innovation A global mindset Ease and confidence with technology Know-how in systems thinking (a broad view of the inter-relationship of an organizations parts, rather than a narrow view that is focused on one part or event.) A sense of ethics and appreciation of spirituality in the workplace A commitment to continuous learning, personal and professional development Tappin stated characteristics that he believes should be present in a change leader. An in-depth analysis need to be taken in order to identify the most effective approach a leader could follow when managing change. As the characteristics of a change leader have been laid down above. It is appropriate to carry out a thorough analysis on leadership styles and approaches and thus identify which style or approach is greatly suited. Styles of Leadership There have been many studies conducted to evaluate and identify different types of leadership styles. Goleman (2011) identified six leadership styles. They are Coercive, Authoritative, Affiliative, Democratic, Pacesetting and Coaching. He argued that leaders who have four or more styles especially Authoritative, Democratic, Affiliative and Coaching styles will be able to drive a better business performance and maintain a good climate delivering better results. According to Northouse (2009) the primary study on styles of leadership was conducted by Lewinn, Lippitt and White (1939). The main styles of leadership they identified are Authoritative, Democratic and Lassiez-faire. Northouse (2009) mentioned that a leader may display a combination of these styles and execute each of these styles in a given circumstance. Coercive style This style is also known as the Autocratic model. According to Goleman (2011) coercive type leaders expect immediate compliance from its followers. These types of leaders are very competent in self control, initiating and achieving results. The above style works best in crisis situation where quick change is required as well as situations with problem employees. But the coercive model may have a detrimental effect on the employees therefore should be used with extreme care. It may impact the morale and feelings of the followers and may negatively affect employee motivation. In almost all cases, autocratic leadership style helps improve organizational efficiency and contribute to the bottom line in the short-term. This improvement is however a quick fix, coming at the cost of erosion of a companys underlying assets and laying the foundation for permanent damage in the future (Nayab, 2010). Therefore this can be considered as the least effective style of all leadership styles since it has a negative influence on the overall climate of the organization. In 2007 Martha Stewart single handedly turnaround her ailing Martha Stewart Living Omnimedia. In her we find a substantial amount of controversy but she continues to prosper with her organization and is effectively served by her autocratic style of leadership as well. But critics say that she wouldnt have reached the verge of bankruptcy and would have achieved more if she had not followed her autocratic style (Nayab, 2010) This example suggests that Martha was not able to reach her full potential and achieve success with her autocratic style during the turnaround because of its aggressive nature. Authoritative Style An authoritative leader is a person who guides people towards a vision and follow organizational goals and strategies. This is a more flexible strategy where the followers are permitted to be innovative, experiment and take calculated risk which will give the follower a sense of belonging and involvement to the organization (Goleman, 2011).This style of leadership works best when change is required in a new vision or clear direction is needed. His research indicates that this is the most effective style of leadership. But a leader who is working with experts who are more experienced will find it difficult to apply this style. The team members may sense that the leader is trying to dominate. Northouse(2009) also gave a similar view on authoritative style of leadership. He mentioned that Authoritarian leadership is used to give direction, set goals, and structure work. He identified positives and negatives of using such style for leadership. The positives are that there is a person to give direction and clarity to employees work which will bring about productivity and efficiency enabling accomplishments of goals in a shorter period. On the other hand this style will hamper individuality and will create dependence on the leader which will result in subordinates losing interest and becoming dissatisfied with their work. Both of the viewpoints above can be related to Mc Gregors Theory X. The assumptions he made are applicable for the followers of authoritarian leaders. He made three assumptions which are as follows. The average person dislikes work and will avoid it if possible. Because people dislike work, they need to be directed, and sometimes threatened with punishment or reminded of rewards to make them work. The average person prefers to be directed, wishes to avoid responsibility, has little ambition, and wants security more than choice. (Northouse, 2009) The authoritarian leader needs to provide direction to its followers and control them. Therefore they will be in charge and take up responsibility to control the group. Considering the above three authors ideas the authoritative style of leadership would be a suited style of leadership in managing change because during change the entire company needs to be given proper direction and their needs to be someone to take responsibility and take initiative by creating a vision to manage change. The CEO of Microsoft Bill Gates is considered an authoritative leader who was able to successfully move Microsoft in the direction he saw the industry moving. He is considered as a leader with a vision who aligned Microsoft with that vision (Authoritative Leaders,2006) CEO of DELL Michael Dell identified the requirement of change in their customer services department and executed a unique strategy of his own to retain and satisfy its large customer base, unlike other companies he introduced a strategy where customer queries are directed to a real human voice not a voice mail system. In an environment where the trend is towards voicemail systems Michael Dell introduced such a system (Franklin, 1998) This in fact displays his leadership and vision in understanding the work his people do at all levels as well as his understanding the requirement for change according to the trend. Affiliative style Affiliative style of leadership is a more human friendly style. Its a style which helps to create harmony and build emotional bonds. People come first always. Communication is considered a key element. This style is best suited to motivate people during stressful situations. Even though there are certain advantages of using this style constant use of this style will also have its drawbacks. When employees are over praised they might lose focus and may lead to poor performance. Over reliance on this model may lead the company to fail (Goleman 2009). Kotter (1999, p.37) mentioned Communication of ideas helps people see the need for and the logic of change. Therefore according to his findings the affiliative style could be considered a suitable style of leadership to adopt during change due to it focusing on communication as a key element. Democratic Style The democratic style of leadership gets the followers to participate and express their opinion. The leader builds trust, respect and commitment from the employees. Communication collaboration and team leadership plays an important role. The leader will listen to employees ideas and concerns thus learning how to keep the spirit of the employees high (Goleman2010). This style will work best when the leader itself is uncertain about the path to be taken. The drawback of such a style is that the leader will be receiving endless opinions resulting in difficulty of making a proper decision. Northouse(2009) also gave a similar view on democratic style of leadership. He said that democratic leaders always try to treat its subordinates fairly. This leader will not to be controlling rather they will listen and obtain support from all subordinates. This is a collective approach of leadership where the leader will be consulting subordinates. The democratic leadership style resembles the assumptions of Mc Gregors Theory Y. Which are as follows People like work People are self motivated People accept and seek responsibility. (Northouse, 2009) Since people are fully capable of doing their work alone theory Y stresses that people neednt be controlled by their leaders as they are self motivated. Kotter(2009, p.38) has also mentioned the importance of participation and involvement to overcome resistance to change . The democratic style concentrates on participation and involvement which will help overcome resistance to change. Therefore could be considered as a good style of leadership to manage change. Anne Mulcahy, CEO of Xerox also used a democratic style of leadership. She led Xerox through a major transformation. In the task of cutting costs quickly, she used the knowledge of employees and encouraged them to give their opinion. Together they were able to do so. (Helliriegel, Jackson and Slocum, 2008, p.509) Pace setting style This style focuses on developing people for the future. The leader set high standards and expect employees to follow them. The leader demands for excellence, therefore employees will feel that they are being stretched beyond their capability. This is best suited when quick results are needed from a motivated and competent team, but gives an overall negative impact on organizational climate (Goleman 2010). Since change in a company is a long term effect the pace setting leader may have a negative effect. They do more harm than good when an organization needs long term results (Chynoweth 2008). The 8th CEO of General Electric Jack Welch strongly believed in leading by example. He was a persistent and demanding executive and showed characteristics of a pace setting leader. He turned the company from $12 billion into a $500 billion market capitalization. He was renowned for his human process to drive change having respect for each individual in the process of change (Pace Setting Leadership, 2006) Coaching style Personal success purely brings achievement. Helping others succeed confers genuine accomplishment. Passion for success through others -the common aspiration of the consultant, counselor and coach is a source of synergy and a hallmark of leadership (Goldsmith Lyons, 2006.p.1). These types of leaders train new leaders for the future. The leaders help employees to learn and develop their skills even if it may take time and not achieve organizational goals. This style is the least used by leaders the reason being leaders not having time to go through teaching employees in a highly pressurized competitive business environment. The style will work best where the employees are willing to improve their performance and build long term strengths (Goleman, 2010). Other than Authoritarian and Democratic style of leadership Northouse identified the Lassiez-faire style which does not resemble any of the characteristics of the above six styles. Lassiez Faire Northouse (2009, p44) mentioned that The Lassiez-faire leader is a nominal leader who engages in minimal influence. This style has no relation to either Theory X or Theory Y. The leadership responsibilities are shared by all. This mainly relies on good team work and good interpersonal relationship skills also can be useful in businesses where creative ideas are important. Unlike the autocratic method this style of leadership can be highly motivational as people have control over their working life. (Northouse 2009). This style is suited for less critical areas of change where followers are specialists who are capable and independent. But it is arguable whether change could be successful with such a hands-off style of leadership. Gucci CEO Robert Polet uses the lassiez-faire style but within a framework so that he doesnt lose control (Gitman Daniel, 2009). He may have opted to choose the above strategy due to the drawbacks of the leadership style Theories of Leadership Trait Theory There are many different types of leadership attributes, traits and qualities; these may differ from person to person. E.g. Bill Gates is known for his intelligence and for being a visionary, whereas Oprah Winfrey is recognized by the world as a very influential leader and an excellent communicator. As listed by Northouse (2007) some of the positive leadership attributes are, trust worthy, positive, dynamic, honest, encouraging, motivational, builds confidence and intelligent. However there are also some negative attributes that leaders carry with them which are asocial, egocentric, loner, dictatorial and ruthless. One or more of these attributes are usually very commonly seen in every individual although they would differ from person to person. Leadership traits are the qualities that people often associate with leaders. As indicated by Shead (2007) the five most important leadership traits are, honest, forward looking, competent, inspiring and intelligent. Both Northouse and Shead mentioned the importance of honesty as a key attribute to leadership. When Toyota had to recall vehicles due to faulty brakes Jim Lentz, CEO of Toyota handled the situation really well by being transparent and honest. He was brave enough to face a live interview. His quick response helped minimize the damage made to Toyotas reputation. Therefore it is evident that leaders should be equipped with the necessary skills and competencies to handle change. Transformational Theory Bass Riggio (2006, p.3) described transformational leaders as those who stimulate and inspire followers to both achieve extraordinary outcomes and in the process, develop their own leadership capacity. Transformational leaders behave inspire and motivate people, encourages creativity and stimulate followers, pays individual attention to its followers in order to become successful (Bass Riggio 2006). Hacker Roberts (2004, p.3) Transformational leadership is the comprehensive and integrated leadership capacities required of individuals, groups or organizations to produce transformation as evidenced by step functional improvement. The two statements above have a common thinking which suggests that the leader should be the transformer and has to act as the initiator. Hacker Roberts gave a broader view concentrating on the individual as wel the organization. Whereas Bass Riggio gave a more specific view as in how leaders could be transformational as an individual. To be successful at transformational leadership there are some components that were put forward by Bass and Riggio (2006). They mention four components that describe the transformation leader and leaders are strongly required to possess these components in order to be successful transformation leaders. The components put forward by Bass and Riggio (2006) are; Idealized Influence: Leaders should behave as role models; they can be counted on to do the right thing demonstrating high standards of ethical and moral conduct. Inspirational motivation: Leaders must behave in ways that inspire and motivate followers. Team spirit should arouse while displaying enthusiasm and optimism. Intellectual stimulation: Stimulate followers efforts to be innovative and creative, by questioning assumptions, reframing problems and approaching old situations in new ways. Individualized consideration: Leaders should pay attention to each individual followers need to achieve and grow by being a coach and mentor to them. The leader also improves communication between the followers and also must be a careful listener. Through idealized influence, individualized consideration, intellectual stimulation and inspirational motivation, transformational leaders are likely to promote performance beyond expectations and achieve enormous changes within individuals and organizations. The above four components are evident in Sam Walton the founder of Wal-Mart. He showed his appreciation and thus inspired his associates and spoke to his customers by visiting all of the Wall-Mart stores around the country. His approach enabled to minimized resistance to change in Wall-marts culture of constant change (Bergdahl, 2006). Charisma could be considered a key ingredient in transformational leaders. Bass Riggio (2006, p.5) Transformational leadership has much in common with charismatic leadership, but charisma is only part of transformational leadership. Steve Jobs is also considered a transformational leader. His vision, charisma and communication skills are part of his success (Krietner, 2007, p.453). His vision enabled him to position his company in the changing world market by introducing cutting edge products like iMac, iPad and iPhone. Conclusion The global competitive business environment has changed dramatically over the past. As a result the need for competitive leadership to handle change is clear. One of the most difficult responsibilities of leadership is leading change. This study reveals certain leader skills and abilities necessary for successful organizational change. Leaders who exercise attributes such as a vision, good interpersonal skills, communicational skills, motivational skills and supportive team skills are more effective in driving change because they are the key elements through which successful results can be achieved. There are lots of arguments for and against each of the leadership styles and approaches. According to authors observation the lassiez-faire style, coercive style and pace setting style may considered least effective whereas affiliative, coaching, democratic style and transformational approach could be considered the most effective. There is no exact model of leadership that could be used; rather there are multiple models all of which have their place depending on the demands of the organization. The leader should be capable of identifying the best method appropriate in a given situation taking into consideration the individual leader and organizational environment. Different styles of leadership will suite different types of change. There is no hard and fast rule that a certain type of leadership is perfect for a given change situation. The leadership style will depend on the organization, individual skill levels and attitude of followers. Therefore authoritative style and democratic style could be recommended in general as the author thinks it is the most appropriate because it powers commitment, communication as well as direction.

Hypnotism Research Paper

When most hear the word hypnotism, they think of a mysterious, suited figure waving a pocket watch back and forth in front of someone’s eyes. Most picture this ominous man guiding his subject into a semi-sleep, zombie-like state with absolute ease. Once hypnotized, the subject effortlessly moves and speaks and acts as if they are on an invisible leash guided by the hypnotist. We believe the subject is compelled to obey any command, no matter how strange or unreasonable, muttering, â€Å"Yes, master. † This popular representation is what is shown of hypnotism in movies and television, but in fact, it is so much different.People have been pondering and arguing over hypnosis for more than 200 years, but science has yet to fully explain how it actually happens. Hypnosis involves the subconscious mind taking over and can be used for shows and entertainment or psychiatric hypnotherapy. Present day hypnotist, Cody Horton has been referred to as â€Å"The World’s Most S pell-Binding Stage Hypnotist. † She is the author of several motivating, self-help books, and self-hypnotism audio books that can help you solve just about any problem you may have. On Hypnotism,† a book written by the famous hypnotist, James Braid in 1860, helps to explain the origin of hypnotherapy and correct many of the historical misconceptions that have developed regarding the actual meaning of hypnotism. Our understanding of hypnosis has enormously advanced in the past century, but the phenomenon is still considered a mystery. Figuring out how hypnotism works is just a small piece of a much larger puzzle, how the human mind works. Scientists are unlikely to arrive at a definitive explanation of the mind in the foreseeable future, so it is a good bet that hypnosis will remain very close to a mystery.Psychiatrists do understand the general characteristics of hypnosis, and they even have a model as to how to works. We can easily see what a person does when they are u nder hypnosis, but it is not clear as to why they do it or what makes them do it. Hypnotism is considered a trance state where the subject is easily suggested into doing things, relaxed, and has an extremely heightened imagination. It is often compared to daydreaming or â€Å"the feeling of losing yourself in a book or a movie. † (Harris, 2010) As you watch a movie you become engrossed in the plot, and most worries about your job, family, etc. ade away, until all you're thinking about is what's up on the screen.Though it is sometimes compared to sleeping, that is not valid because the subject is alert the entire time and fully conscious. You become focused intently on one object, thought, or action and nearly exclude every other thought or stimuli around you. Milton Erickson, the premier hypnotism expert of the 20th century, contended that people hypnotize themselves on a daily basis. He believed that in our everyday trance of a daydream or movie, an imaginary world becomes i ncredibly real to us, and can even create real fear or happiness. Hypnotherapy: an Exploratory Casebook, 8-11) Being in this sort of self-trance fully engages our emotions and can cause us to react to things differently then we normally would. In conventional hypnosis, the hypnotist causes their thoughts and suggestions to become the subject’s own ideas and emotions. In this â€Å"reality,† if the hypnotist suggests that your tongue has swollen up to twice its size, you'll feel a sensation in your mouth and you may have trouble talking. If the hypnotist suggests that you are afraid, you may feel nervous and even begin to sweat.When the hypnotist tells you do something, you'll probably embrace the idea completely because in this state the subject is highly suggestible. But the entire time, you are aware that it's all imaginary and that is why hypnotists cannot get their subjects to do anything they don’t want to do. In this mental state, people feel uninhibited a nd extremely relaxed, which causes them to tune out all worries and doubts that normally keep people in check. (Harris, 2010) Hypnosis directly involves a person’s subconscious mind.When you're awake, your conscious mind works to evaluate a lot of your thoughts, make decisions and put certain ideas into action. It also processes new information and relays it to the subconscious mind. The subconscious mind takes care of all the things you do automatically, like breathing. The subconscious mind processes the physical information your body receives and actually lets you solve problems, create conversation and put together plans and ideas. But when you're asleep, the conscious mind gets out of the way, and your subconscious has free reign.Psychiatrists theorize that the deep relaxation and focusing exercises of hypnotism work to calm and subdue the conscious mind so that it takes a less active role in your thinking process. In this state, you're still aware of what's going on, bu t your conscious mind takes a backseat to your subconscious mind. Effectively, this allows you and the hypnotist to work directly with the subconscious. It provides an especially convincing explanation for the playfulness and uninhibitedness of hypnotic subjects.The conscious mind is the main inhibitive component in your makeup — it's in charge of putting on the brakes — while the subconscious mind is the seat of imagination and impulse. When your subconscious mind is in control, you feel much freer and may be more creative. Your conscious mind doesn't have to filter through everything. (Harris, 2010) Hypnotized people do such bizarre things so willingly, this theory holds, because the conscious mind is not filtering and relaying the information they take in.Of course, your subconscious mind does have a conscience, a survival instinct and its own ideas, so there are a lot of things it won't agree to. The subconscious regulates your bodily sensations, such as taste, tou ch and sight, as well as your emotional feelings. When the access door is open, and the hypnotist can speak to your subconscious directly, he or she can trigger all these feelings, so you experience the taste of a chocolate milkshake, the satisfaction of contentment and any number of other feelings. Additionally, the subconscious is the storehouse for all your memories.While under hypnosis, subjects may be able to access past events that they have completely forgotten. Psychiatrists may use hypnotism to bring up these memories so that a related personal problem can finally be resolved. Since the subject's mind is in such a suggestible state, it is also possible to create false memories. For this reason, psychiatrists must be extremely careful when exploring a hypnotic subject's past. In numerous studies, researchers have compared the physical â€Å"body signs† of hypnotic subjects with those of unhypnotized people.In most of these studies, the researchers found no significant physical change associated with the trance state of hypnosis. The subject's heart rate and respiration may slow down, but this is due to the relaxation involved in the hypnotism process, not the hypnotic state itself. There does seem to be changed activity in the brain, however. The most notable data comes from electroencephalographs (EEGs), measurements of the electrical activity of the brain. Extensive EEG research has demonstrated that brains produce different brain waves, rhythms of electrical voltage, depending on their mental state.Deep sleep has a different rhythm than dreaming, for example, and full alertness has a different rhythm than relaxation. In some studies, EEGs from subjects under hypnosis showed a boost in the lower frequency waves associated with dreaming and sleep, and a drop in the higher frequency waves associated with full wakefulness. Brain-wave information is not a definitive indicator of how the mind is operating, but this pattern does fit the hypothesis t hat the conscious mind backs off during hypnosis and the subconscious mind takes a more active role. Researchers have also studied patterns in the brain's cerebral cortex that occur during hypnosis.In these studies, hypnotic subjects showed reduced activity in the left hemisphere of the cerebral cortex, while activity in the right hemisphere often increased. Neurologists believe that the left hemisphere of the cortex is the logical control center of the brain; it operates on deduction, reasoning and convention. The right hemisphere, in contrast, controls imagination and creativity. A decrease in left-hemisphere activity fits with the hypothesis that hypnosis subdues the conscious mind's inhibitory influence. Conversely, an increase in right-brain activity supports the idea that the creative, impulsive subconscious mind takes the reigns.This is by no means conclusive evidence, but it does lend credence to the idea that hypnotism opens up the subconscious mind. Whether or not hypnosis is actually a physiological phenomenon, millions of people do practice hypnotism regularly, and millions of subjects report that it has worked on them. Hypnotists' methods vary, but they all depend on a few basic prerequisites. The subject must want to be hypnotized, they must believe he or she can be hypnotized, and the subject must eventually feel comfortable and relaxed.Depending on the person's mental state and personality, the entire hypnotism process can take anywhere from a few minutes to more than a half hour. Hypnotists and hypnotism proponents see the peculiar mental state as a powerful tool with a wide range of applications. In the hypnotism shows of Las Vegas, as well as the traveling hypnotism demonstrations on the college circuit, hypnotism is used primarily for entertainment purposes. It's an amazing experience watching somebody turn ordinary people, perhaps your friends or family, into outrageous performers.The power of suggestion and imagination, and the lowering o f inhibition, does make for a fantastic show. But these demonstrations only scratch the surface of what hypnotism can do — all the suggestions are intentionally frivolous, to ensure that nobody gets hurt. The hypnotist uses his or her access to the unconscious mind only to play with the subject. More involved hypnotism uses this access to affect long-term changes in the subject. The most widespread example of this hypnotic behavioral modification is habit-control hypnotic treatment.In this application, a hypnotist focuses on one particular habit that is embedded in your unconscious (smoking or overeating, for example). With the â€Å"control panel† to your mind open, the hypnotist may be able to reprogram your subconscious to reverse the behavior. Some hypnotists do this by connecting a negative response with the bad habit. For example, the hypnotist might suggest to your subconscious that smoking will cause nausea. If this association is programmed effectively, you wi ll feel sick every time you think about smoking a cigarette.Alternatively, the hypnotist may build up your willpower, suggesting to your subconscious that you don't need cigarettes, and you don't want them. Habit-control hypnotism is commonly practiced on a mass scale, in day-long seminars held in hotel suites, or through audio tapes or CDs. Since the treatment is not specifically tailored to each subject, and the treatment is rapid, these programs are often ineffective. Even if the treatment does yield positive results in the short term, there's a good chance that the subject will relapse eventually. A related application of hypnotism is psychiatric hypnotherapy.In a therapy session, a psychiatrist may hypnotize his or her subject in order to work with deep, entrenched personal problems. The therapy may take the form of breaking negative patterns of behavior, as with mass habit-control programs. This can be particularly effective in addressing phobias, unreasonable fears of particu lar objects or situations. Another form of psychiatric hypnotherapy involves bringing underlying psychiatric problems up to the conscious level. Accessing fears, memories and repressed emotions can help to clarify difficult issues and bring resolution to persistent problems.Hypnotists may also tap dormant memories to aid in law enforcement. In this practice, called forensic hypnotism, investigators access a subject's deep, repressed memories of a past crime to help identify a suspect or fill in details of the case. Since hypnotists may lead subjects to form false memories, this technique is still very controversial in the forensics world. Another controversial form of hypnotism is medical hypnotherapy. Doctors and spiritual leaders all over the world claim that hypnotic suggestion can ease pain and even cure illness in some patients.The underlying idea behind this is that the mind and body are inextricably intertwined. When you suggest to the subconscious that the body does not feel pain, or that the body is free of disease, the subconscious may actually bring about the change. There is a great deal of anecdotal evidence to support this idea. Using only hypnotic suggestion as an anesthetic, thousands of women have made it through childbirth with minimal pain and discomfort. Countless cancer patients swear by hypnosis, claiming that it helps to manage the pain of chemotherapy, and some former patients credit their recovery to hypnotherapy.The success of hypnotherapy is undeniable, but many doctors argue that the hypnotic trance is not actually responsible for the positive results. In the general sense, this phenomenon is known as the placebo effect. In numerous studies, people who were given ordinary sugar pills behaved and felt differently only because they thought they should. It's clear that the mind can influence all aspects of the physical body, so it makes sense that a firmly held belief can reduce pain or even help treat a disease. But in the end, this e xplanation of hypnosis amounts to pretty much the same thing as the trance theory.When you absolutely convince somebody that you've brought about a change in their subconscious, they register this information as a fact. Like any fact, this information will take root in the subconscious mind. So, even if the hypnotic state is nothing more than a figment of the subject's imagination, hypnotic suggestions can still reform their deeply held beliefs. The end result is the same! Modern hypnotist and self help guru, Cody Horton, received her certification in Clinical Hypnotherapy from the National Board of Hypnotherapy and Hypnotic Anesthesiology.With special training in entrepreneurship, meditation and the mind/body connection, she has helped tens of thousands of people achieve incredible inner-transformation — making the way for wealth, wisdom and success! Cody is known worldwide as one of the most powerful and captivating hypnotists in the world. Her shows have been described as an hilariously entertaining, and intellectually stimulating presentation that starts from the minute volunteers go up on stage. Not only does she put on a humorous and spell binding show, she has written numerous books and has many audio books out.Cody aims to change the public’s views of hypnotism because she knows that mostly everyone thinks that they will not be in control while going under. Cody has said, â€Å"Allow me to dispel a myth: the belief that while in a state of hypnosis, you are under the complete control of the hypnotist. The truth of the matter is that if any one suggestion feels uncomfortable for you, it will be immediately rejected by your subconscious mind. † She wants her subjects to feel comfortable and sincerely wants to help people. Her one-on-one hypnotherapy sessions can help with weight management to self confidence to quitting a bad habit and even phobias.Hypnotists such as Cody Horton have helped people all over the world with their proble ms and have entertained countless crowds during their unbelievable performances. (Prepare Yourself to Be Mystified, 2010)Works Cited Erickson, Milton H. , and Ernest Lawrence. Rossi. Foreword. Hypnotherapy: an Exploratory Casebook. New York: Irvington, 1992. 8-11. Print. Harris, Tom. â€Å"HowStuffWorks â€Å"How Hypnosis Works†Ã¢â‚¬  Howstuffworks â€Å"Science† Web. 01 Nov. 2010. ;lt;http://science. howstuffworks. com/science-vs-myth/extrasensory-percep

Four Main Causes Of World War I - Free Essay Example

Sample details Pages: 8 Words: 2299 Downloads: 2 Date added: 2019/05/17 Category History Essay Level High school Topics: War Essay World War 1 Essay Did you like this example? At the end of the 19th century and the beginning of the 20th century, the world was seething an explosive, hair-trigger force. Capitalism was undergoing a transition to imperialism. The worlds territory was divided among the worlds most powerful nations. Don’t waste time! Our writers will create an original "Four Main Causes Of World War I" essay for you Create order Colonies were scattered throughout Asia, Africa, and Latin America. The struggle between the new empires and the old ones was getting larger and larger. In the era of the jungle, wars were quick to break out. As new forces began to snatch resources, uneven economic development and inadequate allocation of resources among countries as well as the enthusiasm of showing national status and pride, the First World War broke out in July, 1914. There were four main reasons militarism, alliance, imperialism and nationalism aroused the nerves of these Kings in this animal world. The four main reasons lay hidden dangers in these great powers and these four reasons are inseparable, intertwining together. Militarism is when a country develops strong military and advanced technological weapons to pursue its own interest aggressively, highlight the national status, and as a mean to protect, expand territory as well as a diplomatic mean to intervene other countries. A military arms race amount nations led countries constantly and intensely to create advanced military weapons, such as breech loading rifles, artillery, and machine guns. (Cleary) Strong military strength is seen as the criterion of whether a country is strong or not. Who has the most progressive military technology, sophisticated combat system and solid troops, then who is the boss. A German used to say, We have won our position through the sharpness of our sword, not through the sharpness of our mind. (Cleary) Before World War I, the most drastic forced competition was between Great Britain and Germany; respectively showing their supremacy in military powers. At that time, Great Britain possessed the strongest and best naval power which was the foundation and protection of this empire. Battle-hardened British Navy helped Great Britain win a quarter of the worlds landmass, therefore, it was called The sun never set on the British Empire. The empire had The British Naval Defense Act Of 1889, which mightily required Great Britain to maintain a navy twice as large as the next two largest navies combined. This such strict requirement and management displayed its strong military ambition and make the British Navy far ahead of other countries. In 1897, 62 warships of over 5,000 tons were possessed by the British Navy, while the Germans had only 12 warships. Britain saw Germany as a threat in its military engagement with Germany, and continued to intensify its efforts to develop its military, especially navy. As expected, solid artillery technical foundation led British Empire to create a new, fast steel ships called Dreadnought, which h ad 12 inch guns. This breakthrough allowed people to replace wooden ships that had been used for centuries with steel battle ships. Immediately, building Dreadnought as quick as possible became the primary mission. Countries aspired to create this new type of fearsome weapon. In 1914, Britain had the maximum naval personnel which was 209,000 and the largest number of Dreadnought battleships, 29, while Germany took the second place with 79,000 navies and 17 Dreadnought. (Cleary) Germany set Britain as a military target and then attempted to catch up it. Germany Kaiser, Wilhelm II believed that formidable military strength will bring Germany prestige and power. Meanwhile, Germany will be received respect from other European nations. If Germany could not possess a powerful troop and advanced weapons, there would be no place and no discourse power for Germany in many European countries. Wilhelm IIs call boosted the pass of The German First Naval Law in 1898. The law claimed to begin the process of building powerful navy. After that, the second law required to double the size of the German Navy from 19 battleships to 38. Wilhelm IIs encouragement supported the improvement of naval forces: Germany is a young and growing empire. She has a worldwide commerce which is rapidly expanding, and to which the legitimate ambition of Patriotic Germans refuses to assign any bounds. Germany must have a powerful fleet to protect that commerce and her manifold interests in eve n the most distant seas. She expects those interests to go on growing, and she must be able to champion them manfully in any quarter of the globe. Moreover, Germany had this most powerful army, the Prussian army, which defended themselves against the French in 1871, and the victory made them the most dangerous and effective military force in Europe. (Cleary) The national government constantly instilled militarism into peoples minds, regarding leaders as heroes, advocating officers, glorifying and romanticizing militarism. The nation permeated this idea into every corner. A strong military force could bring them prestige, protection, expansion and improvement of economy. It was inseparable with nationalism and imperialism. Militarism did not start World War I but it created an environment where war, rather than negotiation or diplomacy, was considered the best way of resolving international disputes. (Militarism) Alliance is an agreement of two or more countries in regard to political, military or economic cooperation. European countries had many alliances before World War I. Many alliances were short-lived. They might be alliances one second and become enemies the next second. Some were due to the emergence of new leaders or the replacement of old alliances with new ones. Some were due to the collapse of the countries or the betrayals between nations. Europe, the melting pot of ethnic and territorial disputes, is a place where change is possible and it is happening fast. For example, the Three Emperors League, established in 1873, contained Germany, Russia and Austria-Hungary. Russia quitter from the league because of the disorder in the Balkans. The league collapsed in 1878, and then Germany and Austria-Hungary formed The Dual Alliance in 1879. In 1894, the Franco-Russian Alliance formed in order to response to the formation of the Triple Alliance which included Germany, Austria-Hun gary and Italy. This military alliance also provided economic benefits to each other. (Alliances) Military alliances usually require signatory nations to support each other when they have wars with other countries. Although the alliances can make countries under checks and balances, if war breaks out, the harm of war will be huge and terrible. The Triple Alliance formed in 1882, including Germany, Austria-Hungary and Italy. The agreement was driven by anti-French and anti-Russia sentiment. Each of the signatories promised to provide military support when one of them were attacked or invaded by other powers. The enemy of an enemy is a friend. Britain, Russia and France overcame cultural differences and historical tensions, then formed the Triple Entente in 1907. Britain had armed race and economic race with Germany; France attempted to recapture the provinces of Alsace-Lorraine where was ceded to Germany after the Franco-Prussian War. France and Italy also had disputes in North Africa. Russia rivaled with Austria-Hungary for the domination of the Balkans. These intertwine d conflicts and disputes divided Europe into two major alliances, which buried time bomb for the World War I that followed. The alliances created an excessively rigid diplomatic framework, within which relatively small detonators could produce huge explosions , said by A. J. P. Taylor, an English historian who specialized in 19th- and 20th-century European diplomacy. (European History) Imperialism is a system that powerful country expands its power and territory by annexing other countries or setting and exploiting colonies. Usually, colonies were controlled by the imperial nation or governed by local puppet government. Military troops stationed locally in aid of maintaining order, suppressing rebellions. Colonization allowed imperial nations to acquire abundant resources, cheap laborers and advantages of trade or commerce. Before World War I, Great Britain was the largest and wealthiest dominant imperial power in the world. It possessed a quarter of global landmass and was called the empire on which the sun never sets. Britain had colonies in every continent except Antarctic. The British Empires imperialism focused on expanding and maintaining trade. It used the colonies as factories to provide its home country with raw materials and manufactured goods as well as cheap labor. France maintained colonies in Indochina (modern-day Vietnam, Laos and Cambodia), some islands in the Pacific and Caribbean, small territories in South America and areas of West Africa and India. German colonies included a province of China, Shandong, New Guinea, Samoa, some Pacific islands and several areas in central and south-west Africa. (Imperialism) Before World War I, as empires grew stronger and larger, new empires emerging, the competition between them also became fierce. They needed more and more land, power, money and opportunities. Germany and Italy were two relative newcomers of empire-building. When they first joined this imperial group, they found out most of the worlds land had almost already controlled by their European neighbors. Germany Kaiser noticed and stared to design Germanys own imperial blueprint. He focused more on Africa. Immediately, Togoland, the Cameroons and South West Africa were put in Germanys pocket. Six years later, a large territory of East Africa became part of Germanys imperial blueprint. Germanys ambition and success of colonization in Africa were praised advocated by German population. Yet, the British Empire and the French Empire reckoned that Germany had threatened their benefits in Eastern Africa. (Imperialism) The scramble for empire in Africa caused diplomatic incidents. One of the incidents happened in Morocco in North-West Africa. Although Morocco was not a colony of France, the location of Morocco led it to be influenced by Frances control. France was trying to expand its rule in Morocco, but the German Kaiser stirred up relation between France and Morocco by giving a speech which encouraged independence. This had angered the French government and sparked wrathful diplomatic actions. When France attempted to suppress a revolt in Morocco, the German troops an armed vessel at the Moroccan port of Agadir. Germanys provocation almost touched off the war. Another event made the European situation become unstable and intense: The decline of the Ottoman Empire attracted tensions of other European nations. After several failed wars, the Ottoman Empire almost collapsed. Other empires were eager to gain territory and influence in this dying empire. Austria-Hungary, Russia, Germany, France and Britain were all had colonial and trade interests in this region. Increased intensions and struggles would happened in the Balkan sphere. (Imperialism) Nationalism is when a country put its own interest above all the other countries. It inspires peoples patriotism and sense of national honor. It requires people to be loyal to the country and consider national interests first. Nationalism is the most significant cause that sparked the World War I due to it nearly permeate to the other three main reasons militarism, alliance and imperialism. Nationalism is the base that trigger these three reasons. Countries pursued strong military strength and competed in the armed race because nationalism made them want to have the best army. National interest should be primary so alliance guaranteed its economic benefits and safe protection from another signatory. Imperialism makes full use of nationalism. Nations continuously invaded others territories, and made them their own colonies for providing economic assistance to the mother country. The interests of these oppressed peoples and nations became insignificant. Meanwhile, imperialism brought countries prestige and respect. Nationalism allowed them to infringe other countries rights and sovereignty; they would be proud of their own countries power. Nationalism persuades people that their countries are supreme in military, economic, cultural and ethnic aspects. The nationalism concept had conveyed through music, arts, theater and literature. In a bid to convince people that their own countries are supreme, literature usually slandered other countries image without logic, exaggerated facts excessively and created stereotypes. Great Britain was worried about the newcomer imperial power, Germany Empire, which had growing industrial base and expanding fleet. Germanys rising power was s threat to Britain. Nationalists continuously propagandized nationalism idea. Novels and articles about foreign conspiracy theories, foreign spies and invasions are constantly published in newspapers and books. Foreigners were often described as barbaric, vulgar and callous people. Music conveyed the message of supremacy of the country. A patriotic song had the lyrics that Britons never never will be slaves. (Nationalism) Nationalism made countries excessively confident and gave them the illusion of military strength. Countries all believed their own military capacity is the best. The British were proud of countrys naval power and developed economy. The French reckoned that they have solid defenses to block the attack of other nations. In Russia, emperor believed he and his empire are under Gods will and protection. They had the largest land force which contained 1.5 million men and its massive population made the country believe they would defeat other smaller countries easily. Germanys advantages were shown on its developed advanced military weapons and increasing battleships and U-boats. The Germans believed their Schlieffen Plan would be effective and successful. (Nationalism) Great powers were considering invasion, defense and national supremacy, while those oppressed countries were looking for independence and freedom. Slavic group was a strong strength in the Balkans of Eastern Europe. They believed that Slavic people should have their own country. Serbia held a large number of Slavic population, but it was controlled and influenced by the Austria-Hungary Empire. Slavic nationalists were outraged by the invasion of Austria-Hungary, especially the annexation of Bosnia and Herzegovina. Young Slavic nationalists joined the Black Hand group to opposed against the Austria-Hungary Empire. The combination of the belief of independence and nationalism was powerful. The assassination of Archuduke Frank Ferdinand by the Black Hand in Sarajevo directly led to the outbreak of World War I. (Nationalism) The four main causes of the World War I are closely related. A single reason is not enough to cause a Great War between several nations or between two alliances. However, when these factors come together, they increase the possibility of war. Nationalism plays the most important role in this because it led to military competition, land expansion and cliques.

Short Essay On The Power Of Chi - 1717 Words

Theres no way to sneak out the kongsi front door carrying a sword, even with a skeleton crew of security guards on duty. I could try disguising it, but what could I use that wouldnt look like something wrapped around a sword? I dont have time for such nonsense. The easiest option is going out the emergency exit on the ground floor. Theres no guard, but there is an alarm, which would be a problem if I didnt know the code. I step out to a narrow, damp walkway that seldom sees the light of day. I look up and see a security camera pointed right at me. Damn. My emotions are robbing me of common sense. I can only hope the guards arent paying attention. I breathe deep and channel the power of the Yang Pearl. Wow. My whole body feels†¦show more content†¦He must mean by killing Tiffany. The door behind me opens. A hand reaches out and yanks me inside. Its Mike. He hauls me into a nearby classroom and shuts the door. Roy is waiting there. Both are wearing tuxedoes and looking impossibly handsome and horrible. Roy immediately steps in front of the door, blocking any chance of exit. I tug away from Mike and clutch the sword to my chest even though its the instrument of my mothers death. Does her blood still stain the blade? My pulse is pounding in my ears and Im hating them both. Why arent you at the wedding? Weddings over, says Mike. The happy couple are taking photos inside the church. And by happy couple, I mean George and Mother. That means I still have a chance. I glance over my shoulder, looking for another door. There isnt one. The only way to get past Mike and Roy is to use the Yang Pearl, but how do I do that without hurting them and me? To make time, I ask, How did you know to find me? A guard paged me and told me he saw you leave the kongsi by the emergency exit and that you were carrying a sword. Who told you? He knows about it. I suck in yet another sense of betrayal as I ask. Who do you think? 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