Research paper Essay Example | Topics and Well Written Essays - 750 words - 4

Research paper - Essay Example His sculptures are still being studied to this day as there is yet to be an in-depth analysis of them He came from a family of artists. His father and grandfather dealt in picture frames and table decorative, that they had made themselves, while his godfather was a painter. Daumier went to a middle class school but found no interest in education. His parents introduced him to Alexandre Lenoir, a well known actor, as a beginner. Alexandre had a collection of the best medieval and contemporary sculptures that Daumier drew motivation from. After his father was debilitated due to madness, Daumier set out to look for a paying profession. He worked as a messenger for a bailiff and familiarized himself with the workings of the law. Later, he abandoned this to follow his dream of being a painter. He started selling lithographs that he had made while still a child as well as getting paid to make portraits as means to supplement his works of art. He started as a lithographer, cartoonist but en ded up as an impressionist painter in his later years. He lived through three generations and saw France be transformed from a monarchy to a free republic. He began his career by sending caricatures to a weekly anti-monarchist magazine called ‘La Caricature,’ owned by a print publisher named Aubert. ... Below the commode, favorites of the King were picking leftovers and wastes from the king’s bounty. He spent six months in prison. After Daumier’s release, Aubert and his son-in-law had started another monthly magazine called L’Assocaition mensuelle lithographique. Daumier was unrelenting to create caricatures for this magazine as well as La Caricature and Le Charivari. It was from his piece for L’association mensuelle where most of his popular masterpieces can be found. One of these masterpieces is the lithograph called Rue Transonain made in 1834. He had depicted a poor family who were mistakenly shot dead in their home by men from Philippe’s army. Daumier got himself into trouble again. The king tried to confiscate and to destroy all the copies of that magazine issue. The French government later abolished the publication of any caricature that depicted the government. From then, most of Daumier’s caricatures revolved around societal issues. He made caricatures about the development going on in the country such as the trains, steamships and how they increased the gap between the rich and poor. Daumier was fired then by Le Charivari during this period of censorship. After the revolution that saw Louis-Philippe dethroned, Daumier was rehired and began to make political caricatures again. The first president of the republic, Napoleon III was very lenient when it came to freedom of the press. His earlier works reveal the impressionistic style that he used. From his workings since 1848, spectators can see the use of contours that shoe the angle of light. Historians were unaware of this feature of Daumier’s work as they had paid him little concentration. Some of his workings had been discarded when

Diabetes Management Education for a Hispanic female patient Term Paper

Diabetes Management Education for a Hispanic female patient - Term Paper Example Evaluation Tool- Collected Data 8 B. On Whether the Goal Was Achieved or Not, and Why 8 C. How Nurse and Client Will Know Whether Learning Occurred or Not 8 D. Encountered Barriers 9 E. On Whether Methods Choice Address Learning Need 9 F. What Went Well, What to Do Differently Next Time 9 References 10 PART ONE A. Learning Needs Identification The patient is a Hispanic female with diabetes. Given the nature of the disease, a large part of any intervention protocol needs the knowledge and active participation of the patent in order to succeed. Nutrition and the management of the patient pharmacology ate important aspects of that protocol, and form part of the learning needs. There is a good rationale for this one-on-one learning intervention in the literature, given the findings on the ability of conventional individual education or IE to improve patient outcomes for those with diabetes. At the same time, findings on the non-sustainability of those outcomes indicate that there is a ne ed for continuous education, follow-up and monitoring (Sperl-Hillen et al., 2013, p. 104). There is also an identified need for health education among the Hispanic populations in the United States due to the growing prevalence of the disease among this group, in greater numbers than in the rest of the population and greater than the national average, indicating the need for educational intervention (Chukwueke and Cordero-MacIntyre, 2010). Meanwhile the value of culture-specific education on a sustained short-term basis in improving health outcomes among Hispanics with diabetics has also been proven in the literature, indicating that there is hope in a learning program such as this one (Ojo et al., 2010). The perspective on a teaching protocol or intervention that is sensitive to the unique cultural perspectives of Hispanics is also presented in the literature as being of great value in treating Hispanics with diabetes and in radically increasing the effectiveness of such teaching in terventions and protocols (Cutillli, 2006). In this latter regard a study on the use of a culturally relevant presentation form, a fotonovela, in the relaying and effective education of diabetes care and management among Hispanics with diabetes has indeed proven the value of culturally sensitive educational interventions for managing the disease (Unger et al. 2009, pp. 145-147). B. Needs Identification- Assessment Information Employed The diabetes knowledge scale employed in Unger et al. (2009) is used for this program for educating the Hispanic female patient on self-care and management of diabetes. This is appropriate given that even for high school students, the knowledge scale was effective in assessment. As an aside the intentions on behavior consisting of four key questions on behavior are also kept as potential assessment questions for intent in behavior (Unger et al., 2009, pp. 146-147). C. Learning Needs Assessment There is an assessed readiness on the part of the patient t o learn and to improve with regard to being able to treat the disease and keep the consequences under check. The motivation level is high, and given this there is hope that the health outcomes for the patient will be better than in the studies over time. Moreover, with the positive attitude established, there is hope that the educational interventions will yield the effective transfer of knowledge to the patient, resulting in the increase in the

Innovation And Risk At Heathrow Terminal Five Construction Essay

Innovation And Risk At Heathrow Terminal Five Construction Essay This study of the Heathrow Terminal 5 (T5) examines how innovation, risk and uncertainty were managed within a distinct megaproject depicting joint uncertainties encountered during the life-span of the T5s project. The paper intends to provide an understanding of how organizations react to risk and uncertainty by merging and matching routines and innovation. It demonstrates how approach to risk and uncertainty are formed by the contractual framework in hefty multià ¢Ã¢â€š ¬Ã‚ party projects. The paper attends to a gap in the literature of risk and uncertainty is management to deliver innovation in large-scale megaprojects. Megaprojects are infamous for high chance of failure that typically induces organizational strategies for risk avoidance. Yet tactics for managing risk and uncertainty are crucial to the practices and innovation that prevail over the challenges of effectively delivering largeà ¢Ã¢â€š ¬Ã‚ scale, complex projects. The likelihood of a fifth terminal at Heathrow appeared as early as 1982, when there was question of whether to extend Stansted or extend Heathrow (backed by BA). BAA officially publicized its proposal for T5 in May 1992, presenting a formal planning application on 17 February 1993. A public inquiry into the proposals commenced on 16 May 1995 and lasted nearly four years. In conclusion, more than eight years after the initial preparation application, on 20 November 2001 the British government took the decision to fund planning permission for the construction of a fifth passenger terminal at Heathrow. Heathrow Terminal 5 was planned as the base for all British Airways domestic and international flights. It was designed for handling 30 million passengers annually; its design is compatible with the biggest airliner in the world presently, the airbus A380. T5 is spread over 260 hectors, which house large four storey terminal building and a satellite building. Both the facilities are connected via an underground mover transit system. Other airport infrastructure includes a 4,000 space multi storey car park, a big hotel and an 87 meter tall air traffic control tower. T5 is linked by road to the neighboring M25, an underground railway station with branches of the Heathrow Express and the London Undergrounds Piccadilly Line provides fast transportation to and from central London (Doherty, 2008) PROJECT LIFE CYCLE The series of decisions shaping British Airports Authoritys (BAA) approach to innovation and risk management on T5 will be discussed in brief and viewed against the T5 projects life cycle. Define Planning Design and Organize Construction and Control Closing and Integration into airport operations PROJECT SCOPE (DEFINE STAGE) Heathrow Terminal 5 project is a representation of a megaproject, incorporating enormous investments in buildings, systems, technology and human processes. The project was a mammoth project in many aspects, from the time-span of the project to the actual magnitude of construction and the complex combination of services that were to be commissioned during the life-span of the project. The increasing need for more flights and the present airports reaching their capacity of efficient operations was the main reason behind the initiation of this project. as naturally understood by the nature of the project the project charter was the British government through British Airports Authoritys (BAA), BAA was the driving force behind the execution of this mega project and they worked through many suppliers and contractors. Dividing the projects work into many sub-projects (NAO, 2005). General Project Info (Source: Doherty, 2008) Cost  £ 4.3 Billion Start of Construction Summer of 2002 Estimated Customer Handling Annually 30 Million PLANNING PHASE The project received the go ahead for construction in 2001 after a long lasting planning which began in 1986. The planning was delayed due to a historically long enquiry lasting from 1995 to 1999; the enquiry resulted in about 700 restrictions on the project including the rerouting of two rivers to meet the stringent environmental requirements. 30th March 2008 was set as the project opening date in 2001 and a budget of  £4.3 billion was established in 2003. In the planning phase, BAA primed, developed and cultured the approach that would be utilized in the delivering of the project. Due to the high importance and the involvement of many risk factors, it was determined that the project director should take up a position on the companys main Board. So the delivering of regular project progress reports from planning through design and construction to commissioning and the acquiring of the resources and high level support needed in overcoming any problems hindering its progression can be easily handled. Planned Terminal Dimensions (Source: Doherty, 2008) Terminal 5 A 396m (long) X 176m (wide) X 40m (high) Terminal 5 B 442m (long) X 52m (wide) X 19.5m (high) Size of Terminal 5 Site 260 Ha Cark Parking Space 3800 Spaces DESIGN PHASE The major design activity started in 1989, with the design of the main building. A large integrated project tram was formed comprising of architects and designers to work with BAA. The work on the design drawing went on during the projects construction phase, to address issues like the adaptation of the airport facilities to the new A 380 airliner. FORESIGHT IN DESIGN PHASE When in the design stage there are important considerations about not just designing a facility that caters to the current requirements, but also caters to the projected requirements of the future and in the case of case of such massive projects, the design foresight is not just for the near future. What will travelling through Heathrow Airport be like in the next century? Will we still have to wait in queues? Will we still be travelling as frequently as today or just use virtual travel? Over  £1million a day is spent by BAA on building sections of airport and a comparable sum on retaining and developing them. The buildings will be there for decades so we want to make sure that they will answer to tomorrows needs. The Airports of the Future will be a reaction to the characteristics of the future and these are tangled and inter-reliant: ASPECT EXAMPLES Environment climate, resources, pollution, noise Technology communications, users interfaces, intelligent buildings, materials Future Society global politics, (de)regulation, security, tax, welfare, culture Future Business globalization, supply chains, retail, money, employment patterns Future Passengers demographics, lifestyles, expectations Future Aviation alliances, aircraft developments, market segmentation, congestion During this phase, Norman Haste, T5s first Project Director, stressed that many large projects fail due to the lack of investment in the design: this is when you achieve your biggest wins. Youre never going to achieve them during the construction phase. To permit digital harmonization of design as well as the integration and testing of components during the construction phase, single model environment (SME) was developed. The SME was a real-time CAD system which enabled a virtual environment and allowed the visualization of the designed elements and entities. This greatly assisted in the decisions to move forward in construction. (Yin, 2004) CONSTRUCTION PHASE The activities were divided into two phases of construction. The infrastructure and buildings were constructed from July 2001 to March 2008 and from January 2006 to March 2008 the integration of systems and the retail fit-out was carried out. RECRUITMENT AND TASK DIVISION The project manager divided the construction phase into the following four activities: Buildings Rails Tunnels Infrastructure Systems 300 highly trained and experienced group of skilled workers were put under a small team of senior managers of BAA. The responsibility of 16 major projects and 147 sub-projects was shared by these teams. The value of these projects ranged from  £1m. These groups were responsible for 16 major projects and 147 sub projects, with the smallest valued at  £1m ranging to  £300m. (Wolstenholme, 2008) CLOSING PHASE INTEGRATION INTO AIRPORT OPERATIONS Over three years were spent in preparation of the systems, people and processes before the opening. The last six months were spent in testing and trials, simulating 72 real operational situation testing involving about 2500 test subjects. In spite of being completely aware of the potential risks that could arise at opening and the extensive simulation testing prior to the opening the BAA BA team was unable to prevent the major complexities arising at the commencement service. The initial five days of service saw misplacement of 20,000 bags and cancellation 501 flights, sustaining $31m in costs. The first full schedule of operations was achieved after 12 days of opening. MANAGING RISK AND UNCERTAINTY Formal contracts are formed to manage risk and uncertainty in a project the basis of these contracts take shape from past experiences and assessments. BA realized this during planning that the scale and complexity of the T5 project demanded a new approach as many uncertainties could not be predestined. BAA recognized that a standard commercial agreement would not be suitable. To recognize, isolate and deal with risks BAA had to develop a contractual approach which cultivated a routine-driven culture and attitude whilst leaving space for flexibility when dealing with random or unplanned events. (Done, 2008) It was concluded that a desired outcome can only be achieved by rewriting the rule book; they created a new type of agreement which was based on two fundamental principles: The client bears the risk The client works collaboratively with contractors in integrated project teams. RISK BEARING The agreements of the T5 projects were a form of cost-plus incentive contracts, in which the incurred costs on the contractors are reimbursed by the client; additionally the contractor is rewarded for exceptional performance with a cut from the profit margin. The risks are shared between the contractor and the client in other forms of cost-incentive contracts but in T5 contracts BAA assumed full liability for the risk. (Done, 2008) INTEGRATED PROJECT TEAMS Incorporated project teams were created at the beginning of the planning inquiry to build the general plan of the facility. T5s construction was considered as a string of consumer products delivered by teams. The intention was a creation a virtually integrated supply chain composed of incorporated project teams under the lead of BAA staff, consultants, contractors or other organizations. The agreements did not state the work to be carried out by first tier suppliers; instead it was an obligation from suppliers to provide competence when and where it was required on the project. This method allowed BAA access to competent individuals with the competencies and experience to carry out the detailed tasks, irrespective of the needs of their head organization. The formation of virtual teams eliminated the chances of the risks from being transferred to a sole supplier and didnt allow a single supplier to be held responsible for any letdown in achieving projects objectives. The teams were anticipated to work in cooperation with each other towards accomplishing project objectives by solving problems and acting on any experience gained, instead of pointing fingers at others for any failure in the pursuit of commercial advantage. BALANCING ROUTINES AND INNOVATION The T5 case demonstrates that in projects of huge magnitude the risks and uncertainties can by no means be fully eradicated, but careful and extensive planning can reduce the chance of unfavorable outcomes or provide a mechanism or a list of actions to be taken in-case of an unexpected occurrence. However, when megaprojects run into unidentified problems or emerging events as they eventfully always do a well-prepared or pre-planned reaction is not sufficient at all times. Sometimes fresh or distinctive solutions must be found to prevail over the barriers in progress. Therefore, managing risk and uncertainty in megaprojects entails in finding a well thought-out balance between executing routines and supporting innovation. This is expressed as a trade-off between developing the capability to exploit repetitive processes to cope with risks, whilst being able to explore and implement customized solutions when unexpected events take place. (Shenhar, 2007) ROUTINES The scale, regularity and obviousness of actions performed on a project provide opportunities to develop recursive and stable project and operational processes. These routines that are planned in a illicit order, cut down into core repetitive responsibilities, based on homogeneous design modules and components and frequently repeated processes. Practices must be formulated to cope with basic risks that could obstruct the advancement of the whole project. INNOVATION In a lot of cases, however unforeseen troubles and opportunities to perk up performance cannot be taken care of by resorting back to an existing inventory of routines. Such situations can be so unanticipated or odd that they entail new and ground-breaking ways of solving them to attain or surpass their performance objectives. Our research identified two levels of organizational flexibility and innovative capability in response to uncertainty: The overall project Sub-project levels THE OVERALL PROJECT A main uncertainty which can prove to be threatening to the projects progress, demands a response from the projects senior management or clients organization. When the Heathrow Express project grinded to a halt to a standstill due to a collapsed tunnel a resolution was made possible as the clients project directors and managers enjoyed the liberty to put into practice and adjust the cost-reimbursable approach based on the past experience gained from the Glaxco research facility. SUB-PROJECT LEVELS A big project is time and again carried out as a plan divided into major projects and sub-projects. As comprised of LOR and Mott MacDonald, managers responsible for an individual project within a larger program need the independence and liberty to draft solutions to troubles or occurrences that they come across. Our research recognized quite a few other cases of integrated project teams operating innovatively around issues that stalled progress specific sub-projects within the overall T5 main project, for example the use of digital modeling and construction of buildings and facilities, including air traffic control tower, airside road tunnel and main terminal roof. FAILURES BAGGAGE SYSTEM FAILURE The baggage handling system installed at T5 is the largest baggage handling system in Europe installed at any single terminal. There are two systems; a main a main baggage sorter and a fast track system. An integrated team from the system was designed by an integrated team of BAA, BA and Vanderlande Industries of the Netherlands, the system handles both intra-terminal and inter-terminal luggage and has the capacity to process 70,000 bags per day. Automatic identification, explosives screening, fast tracking for urgent bags, sorting and automatic sorting and passenger reconciliation are the processes the system performs as it handles the baggage. On the opening the system failed and the initial five days of service saw misplacement of 20,000 bags and cancellation 501 flights, sustaining $31m in costs. The first full schedule of operations was achieved after 12 days of opening. On investigation it was discovered that the cause of problem was the dissimilarity of the staff with the new system, although there was a lot of time and time and money invested in the training of the staff, emphasis on training was also huge due to the complexity of the system. Still the results were unfavorable and costs were faced due the failure (HCTC, 2008). CONCLUSION Big projects demonstrate low innovation and high risk, although the success of such projects depends of increasing the innovation and reducing risk factors, a clear identification of risks and uncertainties is needed to find equilibrium between the routines and the innovation. Responsiveness to react to unforeseen events is greatly reduced if the focus is more on the routines and on the other hand focusing on just innovation lead to less control oriented environment leading to chaos. Our objective has been to scrutinize the affects of the contractual framework in the Terminal 5 project, on the balance of innovation and routines. Economists and Lawyers would take up dissimilar point of views, but focus is neither on economic consequences and choices nor with legal construction and interpretation. We are more focused on analyzing the strategy of an organization during the complete life span of the project, which mitigates the risks and uses innovation to achieve project objectives. We have established that the contractual framework is vital in finding an appropriate balance between innovation and routines. Megaprojects need routines to address risks and create a room for innovation to deal with uncertainty. Routines generate a consistency of approach such as the CIPP, T5 Project Delivery Handbook, and progressive design fixity to address risks recognized before project execution. However, predefined and planned routines are not enough to cope with unusual events or incidents, not previously acknowledged during the planning stage. A megaproject must keep scope for deviation and innovation as a reaction to such uncertainty. In the T5 case the contract provided a framework for a deliberative process and opted for the resolution to problems with and between suppliers to address unexpected problems. Organizations and managers accountable for the whole project and sub-projects had the self-sufficiency, elasticity and space to search experiment and put into practice exclusive solutions to unanticipated problems encountered during the life-cycle of the project.

A new Experience :: essays research papers

In class we read four stories about immigrants and their experiences. Out of all the stories the one that touched me and I could relate to the most was â€Å"No Speak English† by Sandra Cisneros. Mamacita is the main character in this story. She is the new comer, â€Å"immigrant†, in the new city. Mamacita later on starts missing her home very much. She paints her walls in her apartment pick like her old pink house. All she does all day, is sit by the window listening to the Spanish radio shows just so that she could hear songs that reminded her of her country to that she wouldn’t feel so homesick. Then she realized that it actually made her miss it more. Then as time passes by, her baby boy starts talking in English and she can’t understand, making her hurt badly. I can definitely relate to Mamasita’s experience to my mother’s experience when she arrived in America, New York to be exact. My mom missed her home in Colombia very much. She would try to do or listen to everything that she though wouldn’t make her feel so homesick but the realized just as well, that it made her feel even more homesick. My mom isolated herself from the world and didn’t meet anybody for the first 4 months. My mom began thinking to herself during these four months, â€Å"How can you meet other people and make a new home a familiar environment for yourself if you never give it a chance and leave the house?† Lately, I have been realizing that experiences like this are never easy. Feeling alone really hurts a lot of people emotionally, especially being different from everyone else around you. When you feel different from the new people around you, you begin to feel left out and all you want to do is run and hide. Doing this does not allow you to meet new people and experience new things. There is nothing wrong with your own kind or what you are used to being around but then you will never be okay in an unfamiliar environment. A new Experience :: essays research papers In class we read four stories about immigrants and their experiences. Out of all the stories the one that touched me and I could relate to the most was â€Å"No Speak English† by Sandra Cisneros. Mamacita is the main character in this story. She is the new comer, â€Å"immigrant†, in the new city. Mamacita later on starts missing her home very much. She paints her walls in her apartment pick like her old pink house. All she does all day, is sit by the window listening to the Spanish radio shows just so that she could hear songs that reminded her of her country to that she wouldn’t feel so homesick. Then she realized that it actually made her miss it more. Then as time passes by, her baby boy starts talking in English and she can’t understand, making her hurt badly. I can definitely relate to Mamasita’s experience to my mother’s experience when she arrived in America, New York to be exact. My mom missed her home in Colombia very much. She would try to do or listen to everything that she though wouldn’t make her feel so homesick but the realized just as well, that it made her feel even more homesick. My mom isolated herself from the world and didn’t meet anybody for the first 4 months. My mom began thinking to herself during these four months, â€Å"How can you meet other people and make a new home a familiar environment for yourself if you never give it a chance and leave the house?† Lately, I have been realizing that experiences like this are never easy. Feeling alone really hurts a lot of people emotionally, especially being different from everyone else around you. When you feel different from the new people around you, you begin to feel left out and all you want to do is run and hide. Doing this does not allow you to meet new people and experience new things. There is nothing wrong with your own kind or what you are used to being around but then you will never be okay in an unfamiliar environment.

Tim O.Briens, the Things They Carried Critical Essay

Dan Gaumer Gaumer 1 Prof Montgomery English 104 10/22/12 Hard Times of Norman Bowker Have you ever found yourself carrying something heavy for a long period of time? Do you remember feeling pain, or wanting to drop the object because it was too much to bear? Tim O’brien’s novel, The Things They Carried, is about men in the middle of the Vietnam War just trying to survive. These men, like all soldiers, carried many things ranging from the physical items of war to the emotional and mental weight that comes along with the horrors of war. They carried all they could bear, and then some, including a silent awe for the terrible power of the things they carried. †(O’brien,7) I believe in this novel, O’brien gives many great and detailed examples of PTSD, even in his own life. This novel is more than just about the Vietnam War. It is about what a solider goes through on and off the battlefield. It’s about the art of a real war story. Most importantly it’s about what soldiers carried, physically, ment ally, and emotionally; during, before, and after the war.The soldiers that made it back home suffered from many mental issues, mainly Post Traumatic Stress Disorder(PTSD). Post-traumatic stress disorder (PTSD) is a mental health condition that's triggered by a terrifying event. Symptoms may include flashbacks, nightmares and severe anxiety, as well as uncontrollable thoughts about the event. Many people who go through traumatic events have difficulty adjusting and coping for a while. But with time and taking care of yourself, Gaumer 2 such traumatic reactions usually get better.In some cases, though, the symptoms can get worse or last for months or even years. (Staff, Mayo Clinic,†Definition†) Thoughts of sorrow and loss overwhelm the Vietnam veterans upon their return back home. Crushed from the horror of war, they come back to even bigger disappointments and sadness. Instead of the mellow lives they lead before they left for war and the presence of warm and caring ever yday life, most of them encounter empty beds, cold family ambiance and overall loss.Already physically and emotionally defeated, they can’t seem to pick up their lives where they left off. Even in instances of supportive partners, the inevitable horrors of the war haunt them in sleep or come back to them in daydreaming. They all came back with multiple disorders, PTSD with the common symptoms. â€Å"The war was over and there was no place in particular to go† (131). Various examples of this disorder are found in a few chapters such as â€Å"Speaking of Courage† and â€Å"The Man I Killed. † For Vietnam veterans, nothing could replenish the zest for life they had before the war.According to O'Brien's text, upon their arrival home the veterans imagine, even hallucinate, what things would have been like if they had not suffered through the war. Examples of such occurrences exist in the stories â€Å"Speaking of Courage† and â€Å"The Man I Killed. â €  Norman Bowker in â€Å"Speaking of Courage† daydreams of talking to his ex-girlfriend, now married to another guy, and of his dead childhood friend, Max Arnold. He lives out over and over his unfulfilled dream of having his Sally beside him and of having manly conversations with Max.He cannot stop day dreaming and dwelling in the past. Gaumer 3 Unemployed and overwhelmed by inferiority and disappointment, Bowker lacks a motivating force for life. Emotionally stricken, he only finds satisfaction in driving slowly and repeatedly in circles around his old neighborhood in his father's big Chevy, â€Å"feeling safe,† and remembering how things used to be when there wasn’t a war. These recurring events also spring memories of the beautiful lake where Norman used to spend a lot of time with his now married ex-girlfriend Sally Kramer and his high school friends.The lake invokes nostalgic and sentimental memories both of his girlfriend and his long gone – dr owned – best friend, Max Arnold. However, now for Norman the past seems an idea, or like Max would say, that everything exists as a â€Å"possible†¦ idea, even necessary as an idea, a final cause in the whole structure of causation† (133). Thus, his ex girlfriend, his friends, the lake, the gatherings, his father and all the rest exist as ideas in Norman's head now that all of his past exists only as flickering thoughts in a big jumbled chaos in his head.All of this has symptoms of PDST all over it. He only possesses the solitary capability of bragging about the medals he won or he should have won. Even that does not bring him comfort since he imagines talking to Sally: † ‘How's it being married? ‘ he might ask, and he'd nod at whatever she answered with, and he would not say a word about how he'd almost won the Silver Star for valor† (134). Nothing fulfills Norman Bowker anymore. Instead, a terrible confusion has taken over his mind in the form of blur and chaos. He desperately needs someone to talk to: â€Å"If Sally had not beenGaumer 4 married, or if his father were not such a baseball fan, it would have been a good time to talk† (134). Unfortunately, he keeps questioning and answering himself in order to justify and compensate the loss and to make some sort of sense out of the entire situation. He loans to impress Sally with some dumb tricks of telling the exact time without even looking at a watch, just as much as he wishes for a father-son conversation. So that he can make his father proud, if nothing else, that his son won seven medals during the war.He does not have anybody to comfort him in moments of self-blame, for example when he cannot forgive himself for not winning the Silver Star because he â€Å"couldn't take the goddamn awful smell† (136). He evokes the â€Å"shit experience† from his war days. He goes on to comfort himself, by pretending what considerate thoughts his father mig ht have: â€Å"If you don't want to say anymore -,† to which immediately Norman answers himself: â€Å"I do want to†(136). He tries to maintain calm and balance-minded while thinking of being camped in the shit field.He cannot stop thinking of the cruel war incidents that he witnessed, and therefore, he cannot forget the death of his friend Kiowa, who died in an explosion in the shit field: â€Å"There was a knee. There was an arm†¦ There were bubbles where Kiowa's head should've been†¦ He was folded in with the war; he was part of the waste† (142,143, 147). Not only can Norman not stop thinking about the cruelties, but he also cannot forgive himself for letting go of Kiowa because he blames himself for not being able to save his Gaumer 5 friend's life, of which as a consequence Norman did not win the Silver Star.It seems like Norman carries the shit experience with him for life. Other characteristics of PTSD in this story are Norman's inhibited social skills. Instead of placing a fast-food order through the drive-through intercom he honks at the waitress and once he gets his order, he does not move away until after he eats his hamburger and then presses the intercom again to inform the waiters that he finished his hamburger. From this novel I’ve come to figure out the realism of the true things soldiers carry during and after the war.There is the weight of the physical items, than there are the weight of the mental issues that come along with fighting in war. Issues like PTSD, which the story of Norman Bowker gives various good examples of. And the proving the very real pain that goes along with it by him eventually committing suicide. In my opinion, in this novel, O’brien gives many examples of PTSD, even in his own life. The results of the trauma suffered in the war together with the emotional baggage: grief, terror, love, and longing, proves how PTSD can affect a soldier.

New Land Essay

When Europeans settled in the â€Å"New Land†, they had hard time adapting living with the Indians. However, the Indians feared what Europeans brought such as weapons. There was a huge difference between the tribes’ weaponry and the European because of their powerful advances with the most progressive rifles. The flintlock rifle was a new weapon that the Indians had managed to use, which proved to be â€Å"too heavy, cumbersome, and inaccurate to be useful in the kind of combat characteristic of Anglo-Indian struggles† (Brinkley 50). Later on they wanted the Europeans to behave as â€Å"fathers† to help them in their disputes and conflicts (Brinkley 60). Progressively, Europeans learned to fulfill some of their expectations. The Indians didn’t understand the meaning of the relationships between societies, furthermore Europeans â€Å"thought much more in terms of ceremony and kinship† (Brinkley 60). The Indians were quite satisfied to form closer relationships and doing marriage ceremonies. After 1776, the balance of power between Europeans and Natives Americans loosened because of the presence of British and American (Brinkley 61). It began to weaken the strength of their relationship because it was difficult for the newer settlers to give gifts to them and the mediations (Brinkley 61). The â€Å"middle grounds† were destroyed replacing other constructed buildings by the Europeans. It created other conflicts that led to once again difficult to adapt. It seemed that both Native Americans and early Euro-Americans had a love-hate relationship that made their relationship so hard to establish peace and conformity. At the beginning the tribes were afraid of the advances Europeans had with their weapons, but they had the chance to be taught by them on how to use the weapons. By the time Europeans were trying to gain trust to them, Indians were in the need to be protected and to form new relationships. Thus far, they both ended up having issues one more time because Europeans were ambition to acquire more land in Tribal territory.