Columbine High School Shooting Why Did Columbine Occur

Columbine High School Shooting: Why did Columbine occur and what can be learned from it? Table of Contents: Part A: Identification and Evaluation of Sources†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦2 Part B: Investigation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 Part C: Reflection†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.... Bibliography†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Part A: Investigation and Evaluation of Sources: This investigation will explore the question: â€Å"Why did Columbine happen and what can be learned from it?†. This investigation focuses on the events that took place in the columbine massacre, the two boys that committed the tragedy and why, and how to prevent school shootings like this from happening again. The majority of this evidence is derived from articles, books,†¦show more content†¦Source: Behavioral Sciences and the Law (The Concept of Leakage in Threat Assessment) This source is found in a lengthy book relating to threat assessment. It features research about the term â€Å"leakage† which was explored in my investigation. Value from this source can be found in its origin. The source features research from two highly knowledgeable forensic psychologists, Meloy O’Toole, and from the FBI itself. This is valuable because the research is proven to be accurate through its writers and editors. Also, the book Behavioral Sciences and the Law is specifically reliable due to the highly knowledgeable researchers and focuses on how behavior can be a red flag in threat assessment. Although this source is proven to be reliable, limitations can be found through the fact that this source does not focus on Columbine specifically or even school shootings, but rather focuses on threat assessment. The fact that the book does not specifically focus on Columbine or school shootings lowers its relatability to this particular investigation. Through the analysis of these two sources, it is evident that they are beneficial to this investigation due to their reliability. Although neither of them are primary sources, they are not devalued. Part B: Investigation: America was devastated on the morning of April 20th, 1999 when teenageShow MoreRelatedEssay on Columbine Shooters1232 Words   |  5 PagesKillers Motives† The Columbine Alamac (20 April 2004) Janofsky, Michael. 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As tragic as these events were and devastating to the American people, safety of its schools and campuses had not happened. In addition to these two tragic events, another deadly massacre happened on America’s campuses. The massacreRead MoreSchool Shootings And Its Effect On Society3081 Words   |  13 PagesViolence in schools encompasses a number of different acts. Whether it’s physical or emotional bullying or even cyber-bullying; violence within schools is a major problem and it’s only increasing. However in a number of cases these may only be the beginning. Sometimes people take it a step further and actually bring a firea rm into the school and start shooting it. Unfortunately school shootings have occurred throughout the country at an alarming rate. When someone shoots another (especially withinRead MoreColumbine And Sandy Hook Pop Up1306 Words   |  6 Pagesabout school shootings names like Columbine and Sandy Hook pop up. Those are the most tragic by far, however everyone always ask why such a horrible crime happens, but no one has never stopped and researched why such hate crimes like those happen. Instead people resort to Channel 2 or Fox 5 for answers, not realizing that their story isn’t the full truth. I am truly against school shootings; looking for answers myself. If there’s one thing I’ve picked up from the media is how they portray school shootingsRead MoreMass Shootings In America Essay1327 Words   |  6 Pageswhen Las Vegas suffered the United States worst mass shooting. One man killed over 50 people and injured 527. After he was finished firing from the 39th fl oor of the Mandalay Bay Resort, he committed suicide. His name was Stephan Paddock (Yan and Park). When most people think of a mass shooting, they think of a terroristic act or someone shooting at a large group of innocent citizens, like Columbine High School or Sandy Hook Elementary School. 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Reason of Apple’s Success Free Essays

string(130) " design is a critical component of any product Apple makes, if it is not easy to use, it is considered worthless to the consumer\." The Success Of Apple: Above And Beyond Its Technology Over the weekend I was in an Apple store in northern New Jersey. It made me very uncomfortable. See, I’m a PC guy. We will write a custom essay sample on Reason of Apple’s Success or any similar topic only for you Order Now A staunch Windows user, from Windows 3. 1 to 95 to 98 to NT to XP to Vista (ouch) to the current Windows 7 (did I miss any? ). However, I’m dabbling in the dark side, using an iPad (in addition to other devices such as a BlackBerry Playbook and a few Android phones). On a recent trip I broke the glass of my iPad. Hence my trip to the Apple store. As I was waiting for someone from technical support (called the Apple Genius bar) to help me, I observed Apple up close and personal. Here are a couple of things I noticed that have, no doubt, played key roles in Apple’s success. Happy staff = happy customers The whole staff was excited and happy to help customers. I observed one young lady in particular, an Apple staff member, who continually and genuinely smiled as she helped customers. She warmly greeted one customer after another and helped them work through their problems with a spark of excitement. Another lady adorned in big earrings and big glasses reminded me of a concierge at a high-end New York hotel. Friendly, professional and excited to help. In another incident, a customer came in and had a question about using her product in another country. I overheard an Apple manager suggest to a staff member that he call someone in the country to which the customer was headed, to get the answer she needed! How many retailers would take the time to make a phone call (to another country! ) to help out a customer on the retail floor? A chaotically smooth in-store process Over the course of my life, I’ve had the privilege of being around several U. S. Presidents. For obvious reasons, there is always a lot of commotion, activity and security around the President. However, all of this fuss is carefully choreographed by the U. S. Secret Service, the White House advance team and others. To an outsider it might look like confusion, but as you look closer you see there’s a very detailed plan of action in place. This is how it was in the Apple store. Their were dozens of customers milling around, all with different needs. There were customers with pre-scheduled appointments at the Genius bar, walk-ins in need of technical support, those simply making retail purchases and people trying out new products—and everyone saw immediate attention from passionate and very knowledgeable staff members. What was also interesting was that all of the sales staff on the floor had the ability to process credit card sales with their iPhones, an innovation that is not seen at most retailers. Instead of standing in line for the cashier, the cashier comes to you and processes your transaction on the spot: pretty neat (and efficient). Also Case Study will describe why Apple Inc. is a very successful company. So what happened with my cracked iPad? Since the iPad was relatively new, the Apple representative said he would make an exception and gave me a new one. The entire process took about 10 minutes. I was fully expecting to pay $200 to get it fixed. So I was pleasantly surprised. Clearly, Apple’s products are well designed, easy to use and fun. However, the products are only one part of Apple’s success. The other part is the ease of doing business (that is, making the purchase and receiving support) that Apple delivers so harmoniously to its customers Reasons Apple Is So Successful One of the more interesting questions I get asked about as an industry analyst who’s followed Apple since 1981 is why Apple is so successful. It’s an honest question because to those unfamiliar with Apple, the company’s rise and current dominance in non-PC devices is somewhat puzzling. Most people have a working understanding of the fact that Apple lost the PC wars to Micros oft, and only nominally understand that when Apple created the iPod and then the iPhone, the company started to go in a new direction. And anyone who’s gone into an Apple store knows full well that Apple’s customer service and stores represent the gold standard for selling and supporting tech gadgets. But beyond that, the reasons why Apple is really successful are still a mystery to many. (MORE: 50 Best iPhone Apps 2012) There are plenty of books about Apple that talk about everything from Steve Jobs’ history to tenets of Apple’s business models to secrets about Apple’s internal-management ideas. However, after years of watching Apple up close and personal and having to deal with every one of their CEOs, as well as interacting with various Apple execs over the years, I would like to suggest that the reasons the company is successful can be boiled down to six key principles that make it very hard for competitors to compete with Apple. 1. For any product that Apple creates, the people who create it have to want it themselves So many times with projects I do with other tech companies, the goal is almost always based around the technology first, followed by whether or not people really want to use it. Geeky engineers are dazzled by the technology at their disposal and often create something because they can. But Apple’s approach is quite different. The engineers who are creating Apple products actually make them for themselves. And Jobs was the chief â€Å"user† of Apple products when he was alive. All of Apple’s products are based on the fact that Jobs represented the real customer. And his engineers had to come to grips with that when designing a product. It has to be something that they personally couldn’t live without. 2. The products have to be easy to use Jobs was a stickler on this point. While industrial design is a critical component of any product Apple makes, if it is not easy to use, it is considered worthless to the consumer. You read "Reason of Apple’s Success" in category "Essay examples" This is what drove the company’s user-interface designs from Day 1 and is still the mantra pushed to the software and hardware engineers every day they go to work. All of the products they create have to be intuitive and easy to understand and learn. As technology has become more intricate and users want more features, the task of keeping things simple is sometimes difficult. And Apple creates tools for power users and rookies, which can mean a broad range of ease-of-use issues. But even with that, Apple is the only company I deal with where ease of use is more important than the product itself. Apple makes this a critical goal of its approach to creating anything for the market. (PHOTOS: The Apple II Turns 35) 3. Keep things simple I was in Paris in the past two weeks and had talks with various French telecommunications officials about many mobile-computing issues. But one conversation I had in particular emphasizes this keep-it-simple point. We were discussing how to compete with Apple — a major pastime for all Apple competitors and carriers these days — when the question of why Apple is really successful came up. And one exec nailed it when he said he felt that the real reason Apple is successful is because it has one product; in this case the iPhone. It minimizes the decisionmaking process for the consumer by making things simple. The person speaking was with a carrier in France, and he said that in their stores, they have to have as many as 25 different models of phones available. That makes it hard for his staff to be really knowledgeable about all of them all of the time, and their customers just have too many options to choose from. But Apple only has one iPhone model, and anyone who has gone into an Apple store understands that every staff member there knows a great deal about each of the four major products carried in its stores. Apple doesn’t have five iPhone models to choose from; it has only one. While this may seem limiting given the amount of smart phones available to users, the truth is the reverse. Our company has done consumer research for over 30 years, and consumers constantly tell us that while choice is nice, in reality they want the process of choosing a tech product to be simple and not complicated by a plethora of choices. Yes, there are tech-savvy people who like more choices and sometimes even like complexity, but from years of experience as a market researcher, I can tell you that in the end, the majority of users are not tech-savvy, and keeping things simple for them is a plus. Apple understands this in spades and is never tempted to add multiple versions of an iPhone, iPad or even more than one or two types of iPods. This makes buying an Apple product simple. And consumers seem to appreciate this considering the huge number of iDevices that are sold each year. I know the tech media and techies are the most vocal about this issue of choice, but in the end, while choice is good for competitive pricing, what nontechie consumers really want is simplicity. (MORE: The Inventor Of the Future) 4. Offer great customer service and in-store experiences Jobs understood one of the major conundrums of technology: even if you create products that are easy to use, the variety of things that people want to use technology for often creates complexity. Because of this, consumers at all levels may need some hand holding from time to time. I was one of the most vocal critics of Apple when it introduced its first retail store in Tokyo in 2002. I thought it was crazy for Apple to try and go into retail. At the time, and even today, tech retail stores are in decline while big-box stores like Costco and Walmart sell products on price and nothing else. I thought that if price were the issue, an upscale retail store would be DOA. Wow, were other naysayers and I wrong about Apple’s retail strategy. Apple uses this conundrum to its advantage. Because it keeps product SKUs simple, the salespeople inside the stores know the products really well. Notice that when you go into an Apple store and are greeted by one of the sales staff, you’re not asked, â€Å"How can I help you? † Instead they ask, â€Å"What would you like to do today? † They go right to the heart of any technology user’s question, a question that’s always related to what they want to do with the technology the user is interested in. And once you explain your needs, they take care of it on the spot in most cases. Or if you need more hand holding, they turn you over to the Apple Geniuses. No wonder 50% of people buying Apple products are new to Apple. Apple’s products are simple to understand and use, but if you do have a problem, Apple can take care of it at their stores or over the phone quickly. (PHOTOS: Apple Announces New iPad) 5. Apple only makes a product if Apple can do it better Apple normally doesn’t invent a new product or product category. Sure, the company did invent the first commercial PC with the Apple II, and the Mac improved on PCs with a graphical user interface and mouse input. But since then, all of Apple’s other products have been recreations of existing products. Apple did not invent the MP3 player; Apple reinvented it and made it better. Apple did not invent the smart phone; Apple reinvented it and made it better. And Apple did not invent the tablet; Apple reinvented it and made it better. As Apple designer Jonathan Ive said recently, â€Å"Our goals are very simple — to design and make better products. If we can’t make something that is better, we won’t do it. † Clearly, Apple applied that thinking first to iPods, then smart phones and more recently, to the iPad. 6. Apple stays at least two years ahead of its competitors This is the one that scares Apple’s competitors the most. While those competing with Apple are just getting products to market that are competitive, Apple is already working on the products at least two years out. For example, the new iPhone that will most likely go to market in October was designed and signed off on two years ago. And the iPhone the company is working on now is for the fall of 2014. The same goes for the iPad. The new iPad that we will most likely see next March was signed off on two years ago. The one that’s being worked on now we will probably see in 2015. This is a nightmare for Apple’s competitors and will continue to be for some time. (MORE: What Would Steve Jobs Do? Besides having geniuses in design, software and retail, Apple also has the cash to invent components, manufacturing processes and things like that, which almost makes it impossible for the competition to make any real headway against Apple. And don’t let the fact that Android has become the No. 1 smart-phone operating system make you think that it’s the big winner. Yes, Android has gained ground by the sheer numbers of companies and products pushing Android. But the real measure of success is in the profits, and Apple is making as much as 70% of all the profits in smart phones and about 85% of the profits in tablets. Just ask any Android competitor which they would like more, market share or profits. You’ll get the answer relating to the real measure of success in this market. These six principles may seem a bit simplistic given the fact that Apple also has great software, industrial design and a powerful ecosystem of content, apps and services as part of the company’s success equation. However, I can tell you that from my three decades of following Apple, it’s these six key principles that are what really makes it successful. And as long as it adheres to them, it’s pretty likely that Apple will continue to grow and command a relatively large share of the market in the company’s product categories where it competes. Bajarin is the president of Creative Strategies Inc. , a technology-industry-analysis and market-intelligence firm in Silicon Valley The secret of Apple’s success: simplicity Apple’s success – driven by the vision of Steve Jobs – has been to distil its ideas to their essence. By contrast, too many companies are overly complicated [pic] Steve Jobs speaks during an Apple special event in 2010 in Cupertino, California. Photograph: Justin Sullivan/Getty Images Apple’s package-design team had just returned from its presentation to Steve Jobs, and the faces told the story – they had that â€Å"things didn’t go exactly as we planned† look. â€Å"The suspense is killing me,† I said to the project leader. â€Å"How’d it go this morning? † â€Å"Well,† he said, â€Å"Steve hit us with the Simple Stick. † Translation: Jobs had rejected their work – not because it was bad but because, in some way, it failed to distil the idea to its essence. The person leading the project had directed the team to create packaging for two versions of the same product. Jobs had decided this was brain-dead. â€Å"Just combine them,† he said. â€Å"One product, one box. † There was no need to explore the idea of a second package. He was right. It was simpler, quicker, better. The conversation was over in minutes, and it left one very smart and talented group of people wondering why they hadn’t thought of that before. The Simple Stick symbolises a core value within Apple. Sometimes it’s held up as inspiration; other times it’s wielded like a caveman’s club: a deep, almost religious belief in the power of simplicity. If you’re prepared to do battle with complexity, you’ll have no trouble finding a fight. Chances are you’re surrounded by it. Unless you work in the rarest of environments, complexity lives inside your organisation’s hierarchy, its goals, and probably most of your colleagues as well. If your company ever fails, you can be sure it won’t be the fault of simplicity – it will be the result of its absence. Think brutal Clarity propels an organisation. Not occasional clarity but pervasive, 24-hour, in-your-face, take-no-prisoners clarity. Most people never perceive that this is lacking in their organisation, but 90% of the time it is. Just open a few random emails, activate your â€Å"brutal-vision†, and read. The muddying messages are rampant. If people were brutally honest in their emails, the time we spend sorting through our in-boxes would surely decrease by half. Steve Jobs demanded straightforward communication from others as much as he dished it out himself. He’d cut you off if you rambled. He ran his business as if there were precious little time to waste, which well reflected the reality for Apple – as surely it does for any company serious about competing. This is probably the one element of Simplicity that’s easiest to institute. Just be honest and never hold back. Demand the same from those you work with. You’ll make some people squirm, but everyone will know where they stand; 100% of your group’s time will be focused on forward progress – no need to decode what people are really saying. There is a general perception that Jobs was the nasty tyrant who demanded allegiance, barked commands, and instilled the fear of God in those around him. While Jobs certainly did exhibit these behaviours, this portrait is incomplete. The man could also be funny, warm, and even charming. There is a huge difference between being brutally honest and simply being brutal. You can’t let yourself be talked into going along with something when you know it can be better. Ever. To settle for second best is a violation of the rules of simplicity, and it plants the seeds for disappointment, extra work, and more meetings. Most disturbing, it puts you in the worst possible business position: having to defend an idea you never believed in. Your challenge is to become unbending when it comes to enforcing your standards. Mercilessly so. If you submit only the work you believe in 100% and approve only the work you believe in 100%, you own something that no one can take away from you: integrity. As often happens in life, one must often suffer the consequences of doubting before becoming a believer. I’m not proud of it, but that’s the way I learned my lesson about standards. There was a certain amount of theatre that went on inside Apple. The rules were well known, and a number of dramas played out with predictability. That Jobs was intolerant of stupidity is a matter of record. He wasn’t at all polite when stupidity reared its ugly head. He especially wasn’t fond of employing stupidity, so if you were on Apple’s staff and wanted to retain that status, it was wise not to display your lack of smarts in a meeting with him. You’d just set him off and get it right between the eyes. A former Apple senior staffer remembers a routine that he saw played out often during his time as a direct report to Jobs. He calls it â€Å"the rotating turret†. There was no predicting when it would happen, as it depended on how conversations evolved. But in some meeting, at some random time, some poor soul in the room would say something that everyone in the room could tell was going to light Jobs’s fuse. First came the uncomfortable pause. The offending comment would reverberate in the air, and it would seem as if the entire world went into slow motion as Jobs’s internal sensors fixed on the origin of the sound wave. You could almost hear the meshing of gears as his â€Å"turret† slowly turned toward the guilty party. Everyone knew what was coming—but was powerless to stop it. Finally, the turret would lock on to its target. In a split second Jobs would activate his firing mechanism, and without a second thought he’d unload all his ammunition. It was uncomfortable to watch and even more uncomfortable to experience, but at Apple it was just a fact of life. Think small How many overpopulated meetings do you sit through in a year? How many of those meetings get sidetracked or lose focus in a way that would never occur if the group were half the size? The small group rule requires enforcement, but it’s worth the cost. Out in the real world, when I talk about small groups of smart people, I rarely get any pushback. That’s because common sense tells us it’s the right way to go. Most people know from experience that the fastest way to lose focus, squander valuable time, and water down great ideas is to entrust them to a larger group. Just as we know that there is equal danger in putting ideas at the mercy of a large group of approvers. One reason why large, unwieldy groups tend to be created in many companies is that the culture of a company is bigger than any one person. It’s hard to change â€Å"the way we do things here†. This is where the zealots of simplicity need to step in and overcome the inertia. One must be judicious and realistic about applying the small-group principle. Simply making groups smaller will obviously not solve all problems, and â€Å"small† is a relative term. Only you know your business and the nature of your projects, so only you can draw the line between too few people and too many. You need to be the enforcer and be prepared to hit the process with the Simple Stick when the group is threatened with unnecessary expansion. In one iconic technology company with which I worked I found a framed sign in every conference room designed to nudge the employees toward greater productivity. The headline on the sign was how to have a successful meeting. The content read like it came right out of a corporate manual, which it likely did. It featured a bullet-pointed list of things like: â€Å"State the agenda at the start of your meeting,† â€Å"Encourage participation by all attendees,† and â€Å"Conclude your meeting with agreement on next steps†. What these signs really said, though, was: â€Å"Welcome to a very big company! Just follow these signs and you’ll fit in well. † It’s not hard to imagine Jobs, who actively fought big-company behaviour, gleefully ripping these signs off the wall and replacing them with Ansel Adams prints that might provide a moment of reflection or inspiration. If you ever work at Apple there will be no signs on the wall telling you how to run a meeting. Likewise, there will be no signs telling you how to tie your shoes or fill a glass of water. The assumption is that you are well equipped with brains and common sense and that you’re a fully functioning adult. If you’re not already a disciple of simplicity, you’ll become one soon. Either that, or you’ll decide you’d rather not be part of such a thing, which is okay too. Simplicity prefers not having to train a bucking bronco. If big companies really feel compelled to put something on their walls, a better sign might read: How to Have a Great Meeting 1. Throw out the least necessary person at the table. . Walk out of this meeting if it lasts more than 30 minutes. 3. Do something productive today to make up for the time you spent here. Think clarity This is an area where just about every business needs more work. Words are powerful, but more words are not more powerful – they’re often just confusing. Understand that in your companyâ€⠄¢s internal business and in communications with your customers, dissertations tend to drive people away. Though many writers never seem to grasp the point, using intelligent words does not necessarily make you appear smarter. The best way to make yourself or your company look smart is to express an idea simply and with perfect clarity. No matter who your audience is, it’s more effective to communicate as people do naturally. In simple sentences. Using simple words. Simplicity is its own form of cleverness – saying a great deal by saying little. Think human Unless you’re in the business of sterilising things, business is no place to be sterile. Have the boldness to look beyond numbers and spreadsheets and allow your heart to have a say in the matter. Bear in mind that the intangibles are every bit as real as the metrics – are often even more important. The simplest and most effective way to connect with human beings is to speak with a human voice. It may be necessary in your business to market to specific target groups, but bear in mind that every target is a human being, and human beings respond to simplicity. Best advice: Just be true to your species. This is an edited extract from Insanely Simple: The Obsession That Drives Apple’s Success by Ken Segall (Portfolio Penguin, ? 14. 99) or at Guardian Bookshop for ? 11. 99 Doing business the Steve Jobs way It’s natural for people to be resistant to change, large or small, so trying to change attitudes within an organisation can be difficult. But when you spread the word about the value of simplicity you are not spreading some oddball theory, you’re echoing one of the most successful people in business history, Steve Jobs (right). If you refer to the benefits Apple has enjoyed by embracing simplicity, and make the appropriate parallels to your own business, you’ll build a compelling case. You can spread the religion of simplicity project by project, by interacting with people and groups one at a time. Getting people to buy into a concept to the point where they start contributing their own ideas can literally create a movement within an organisation. Simplicity is a way of looking at every part of your job, the jobs of those around you, and the way your company operates. Once you start seeing the world through the lens of simplicity you’ll be astounded at how many opportunities exist to improve the way your business works What are the Keys to Apple’s Success in Emerging Technologies? by Bill Halal [pic]Apple did not come by its present success easily. Before the iPod, iPhone, and iPad became profitable icons of high-tech fashion, Steve Jobs suffered a long series of failures. Apple’s Pippin game player, the Next computer, Apple TV, the Lisa computer, the Newton PDA, and the Apple mouse are among the many products that are barely known because they were dismal flops. For many years, there were serious doubts if Apple could survive the battles it was losing to competitors like Microsoft. In contrast, Apple is now expected to sell 30 million iPads in 2011 — two-thirds of all tablet computers sold globally. Although the iPhone is fighting off 90 different smart phones, Apple’s sales are up 60% and could reach 100 million iPhones in 2011. The source of this staying power is seen in the fact that the Apple iPhone has the highest consumer satisfaction scores ever recorded. Apple’s profits exceed those of IBM, and it is considered one of the most Innovative and valuable companies in the world, Such stunning success always raises questions over its origins. How did a struggling company run by a charismatic but somewhat erratic CEO learn to excel in the brutal battle among emerging technologies? Can the factors of this success be identified and used to guide others? The most striking conclusion about Apple’s rise is that Steve Jobs learned bitter but crucial lessons from failure. After years of autocratic leadership, dismal sales, and temperamental behavior demoralized the company, John Sculley became CEO in 1985 and Jobs was sent into the computing wilderness. For 12 years, he suffered losses such as the Next computer, which was overpriced and sold only 50,000 units in seven years. When Jobs returned to head Apple, he had learned to focus on good design, to treat people well, and to develop winning strategy. Tim Bajarin, president of a consulting firm, said â€Å"[Steve Jobs] would not have been successful if he hadn’t gone through his wilderness experience. The main lesson from Apple’s success, however, is the central importance of focusing on strong products that are well-designed for the market. Jobs is a genius at minimalist designs that integrate technology breakthroughs to fill a newly emerging need with unusual style. He thinks success requires â€Å"listening to the technology† in order to â€Å"discover† the potential pr oducts waiting to be invented. The result can be seen in the way Jobs describes the attraction of the iPad – â€Å"It’s like holding the Internet in your hands,† he told a crowd. It’s so much more intimate than a laptop and more capable than an iPhone. It’s truly magical. † This keen sense of anticipating where emerging technologies are leading comprises the central talent that allowed Jobs to create revolutionary breakthroughs like the first personal computer (Apple 1), the first graphical interface (Mac), the first Unix PC (Next), the first successor to Sony’s Walkman (iPod), the first online music store (iTunes), the first widely used smart phone (iPhone), and the first successful tablet (iPad). Serious processes are needed to closely follow advances in technologies that will impact your organization and to find creative new solutions for the market. That’s why Apple does far less conventional product research than other companies, and focuses instead on product discovery. Here’s how Jobs described his approach: If I had asked someone who only used a calculator what a Mac should be like, they couldn’t have told me. There’s no way to do consumer research so I had to go and create it, and then show it to them. Behind such great products, Apple thrives because it has been described as a â€Å"well-oiled machine. † Jobs learned to delegate, so his COO, Tim Cook, now runs a tight ship, and a cadre of managers and designers have learned to â€Å"think like Steve. † The company has outsourced its manufacturing operations, while 317 Apple stores are wildly popular and profitable. The Apple music store – iTunes – has expanded in to a powerful vehicle for trading videos, movies, and possibly other information products. Even with these stunning achievements, Apple faces enormous new challenges as competition among other smart phones and tablets heats up. There are at least 20 versions of Android phones alone, slowly taking Apple’s market share. In 2011, Americans will buy more Androids than iPhones. The main issue, of course, is what happens when Jobs’ illness requires a successor? Despite claims that Apple has institutionalized practices that foster creativity, innovation, good design, and other legacies of Steve Jobs, it is really impossible to replace true genius. When Jobs returned from the wilderness to save Apple, John Sculley How to cite Reason of Apple’s Success, Essay examples

The Physics Of Scuba Diving Swimming With free essay sample

The Physics Of Scuba Diving: Swimming With The Fish Essay, Research Paper The Physics Of Scuba Diving: Swimming with the Fish Have you of all time wondered what it would be like to swim with the fish and explore the submerged jungle that covers two-thirds of the Earth # 8217 ; s surface? I have ever been interested in H2O activities ; swimming, diving and skiing, and I felt that aqualung was for me. My first dive took topographic point while on a household holiday. I came across a honkytonk store offering introductory honkytonks, which instantly caught my involvement. After much convincing ( my parents ) , with my solemn confidence that I would be careful, I was allowed to take part in a honkytonk. I was ready, or so I thought. The slender rudimentss such as take a breathing were explained and I was literally tossed in. Sounds easy plenty, right! , good Incorrect! ! . From the minute I hit the H2O, my experience was much less than merriment. I rapidly sank to the underside into a new universe, with unfamiliar dangers. I truly wasn # 8217 ; T ready for this experience. I was disorientated, doing me to panic, which shortened the length of my honkytonk, non to advert my air supply. Let # 8217 ; s merely state I would non make that once more. To get down researching the submerged universe, one must foremost get the hang a few accomplishments. Certification is the first measure of larning to plunge. From qualified professionals one must larn how to utilize the equipment, safety safeguards, and the best topographic points to plunge. This paper is designed to assist give a general apprehension of the athletics and the importance that natural philosophies dramas in it. Self- contained Underwater Breathing Apparatus, or SCUBA for short, is a snake pit of a batch of merriment. However, there is well more to Diving than merely seting on a wetsuit and strapping some compressed air onto 1s back. As I rapidly learned, plunging safely requires rather a spot more in footings of clip, attempt, and readying. When 1 goes underwater, a frogman is introduced to a new and unfamiliar universe, where many dangers exist, but can be avoided with proper lessons and understanding. With this cognition the H2O is ours to detect. The Evolution of Scuba Diving Divers have penetrated the oceans through the centuries for the intent of geting nutrient, seeking for hoarded wealth, transporting out military operations, executing scientific research and geographic expedition, and basking the aquatic environment. Bachrach ( 1982 ) identified the undermentioned five chief periods in the history of plunging which are presently in usage. Free ( or breath-hold ) diving, bell diving, surface support or helmet ( difficult chapeau ) diving, aqualung diving, and, impregnation diving or atmospheric diving ( Ketels, 4 ) SCUBA Diving The development of self-contained submerged external respiration setup provided the free traveling frogman with a portable air supply which, although finite in comparing with the limitless air supply available to the helmet frogman, allowed for mobility. Scuba diving is the most often used manner in recreational diving and, in assorted signifiers, is besides widely used to execute submerged work for military, scientific, and commercial intents. There were many stairss in the development of a successful self-contained underwater system. In 1808, Freiderich yon Drieberg invented a bellows-in-a-box device that was worn on the frogman # 8217 ; s back and delivered compressed air from the surface. This device, named Triton, did non really work but served to propose that compressed air could be used in diving, an thought ab initio conceived of by Halley in 1716. ( Ketels, 9 ) In 1865, two Gallic discoverers, Rouquayrol and Denayrouse, developed a suit that they described as # 8220 ; self-contained. # 8221 ; In fact, their suit was non self contained but consisted of a helmet-using surface-supported system that had an air reservoir that was carried on the frogman # 8217 ; s back and was sufficient to supply one external respiration rhythm on demand. The demand valve regulator was used with surface supply mostly because armored combat vehicles of equal strength were non yet available to handle air at high force per unit area. This system # 8217 ; s demand valve, which was automatically controlled, represented a major discovery because it permitted the frogman to have a breath of air when needed. The Rouquayrol and Denayrouse setup was described with singular truth in Jules Verne # 8217 ; s authoritative, Twenty Thousand Leagues Under The Sea, which was written in 1869, merely 4 old ages after the discoverers had made their device populace ( Ketels, 10 ) . Semi-Self-Contained Diving Suit The demand valve played a critical portion in the ulterior development of one signifier of scuba setup. In the 1920 # 8217 ; s, a Gallic naval officer, Captain Yves Le Prieur, began work on a self-contained air plunging setup that resulted in 1926 in the award of a patent, shared with his countryman Fernez. This device was a steel cylinder incorporating compressed air that was worn on the frogman # 8217 ; s back and had an air hose connected to a mouthpiece. The frogman wore a nose cartridge holder and airtight goggles that doubtless were protective and an assistance to vision but did non permit force per unit area equalisation. The major job with Le Prieur # 8217 ; s setup was the deficiency of a demand valve, which necessitated a uninterrupted flow ( and therefore waste ) of gas. In 1943, about 20 old ages after Fernez and Le Prieur patented their setup, two other Gallic discoverers, Emile Gagnan and Captain Jacques-Yves Cousteau, demonstrated their # 8220 ; Aqua Lung. # 8221 ; This setup used a demand consumption valve pulling from two or three cylinders, each containing over 2500 psig. Thus it was that the demand regulator, invented over 70 old ages before by Rouquayrol and Denayrouse and extensively used in air power, came into usage in a self-contained external respiration setup which did non emit a uneconomical flow of air during inspiration ( although it continued to lose exhaled gas into the H2O ) . This application made possible the development of modern open-circuit air scuba cogwheel ( Ketels,11 ) . In 1939, Dr. Christian Lambertsen began the development of a series of three patented signifiers of O rebreathing equipment for impersonal perkiness submerged swimming. This became the first self-contained underwater external respiration setup successfully used by a big figure of frogmans. The Lambertsen Amphibious Respiratory Unit ( LARU ) formed the footing for the constitution of U.S. military self-contained diving. This setup was designated aqualung ( for self- contained submerged take a breathing setup ) by its users. Equivalent self- contained setup was used by the military forces of Italy, the United States, and Great Britain during World War II and continues in active usage today. ( Ketels, 12 ) . A major development in respect to mobility in plunging occurred in France during the 1930 # 8217 ; s: Commander de Carlieu developed a set of swim fives, the first to be produced since Borelli designed a brace of claw-like fives in 1680. When used with Le Prieur # 8217 ; s armored combat vehicles, goggles, and nose cartridge holder, de Carlieu # 8217 ; s fives enabled frogmans to travel horizontally through the H2O like true swimmers, alternatively of being lowered vertically in a diving bell or in hard-hat cogwheel. The ulterior usage of a single-lens face mask, which allowed better visibleness every bit good as force per unit area equalisation, besides increased the comfort and deepness scope of plunging equipment ( Tillman, 27 ) . Therefore the development of aqualung added a major working tool to the systems available to frogmans. The new manner allowed frogmans greater freedom of motion and entree to greater deepnesss for extended times and required much less onerous support equipment. Scuba besides enriched the universe of athletics diving by allowing recreational frogmans to travel beyond goggles and breath-hold diving to more drawn-out honkytonks at greater deepnesss. The natural philosophies of Scuba Diving Upon come ining the submerged universe, one notices new and different esthesiss as one ventures into a kingdom where everything looks, sounds and feels different than it does above the H2O. These esthesiss are portion of what makes plunging so particular. Understanding why the underwater universe is different aids you adapt and become accustomed to the alterations. In the undermentioned pages I will try to explain two factors that greatly affect a frogman under H2O: perkiness and force per unit area. Have you of all time wondered why a big steel ocean line drive floats, but a little steel nail sinks? The reply is surprisingly simple. The steel hull of the ship is formed in a form that displaces much H2O. If the steel used to industry the ocean line drive were placed in the sea without being shaped into a big hull, it would drop like the nail. The ocean line drive demonstrates that whether an object floats depends non merely on its weight, but on how much H2O it displaces ( Ascher, 51 ) . The rule of perkiness can be simplified this manner: An object placed in H2O is buoyed up by the force equal to the weight of the measure of H2O it displaces. The rule of perkiness is that if an object displaces an sum of H2O weighing more than its ain weight, it will drift. If an object displaces an sum of H2O weighing less than its ain weight so it will drop. If an object displaces an sum of H2O equal to its ain weight it will neither float nor sink, but remain suspended. If an object floats, it is said to be positively floaty ; if it sinks, it is negatively floaty ; and if it neither floats nor sinks, it is neutrally floaty ( Kolezer, 16 ) . It is of import for a frogman to larn to utilize these rules of perkiness so that the frogman can effortlessly keep his/her place in the H2O. One must command perkiness carefully. When you are at the surface, you will desire to be positively floaty so that you could conserve energy while resting or swimming. Under H2O, you will desire to be neutrally floaty so that you are weightless and can remain off the underside and avoid suppression or damaging delicate corals and other aquatic life. Impersonal perkiness permits a frogman to travel freely in all waies ( Kolezer, 17 ) . Buoyancy control is one of the most of import accomplishments that a frogman could maestro, but it is besides one of the easiest. A frogman, controls his/her perkiness utilizing lead weight and a perkiness control device ( BCD ) . The lead weight, which is incorporated into a weight system, such as a weight belt is negatively buoyant. The BCD is a device that can be partly inflated or deflated to control perkiness ( Kolezer, 19 ) . Another factor that affects the perkiness of an object is the denseness of H2O. The denser the H2O, the greater the perkiness. Salt H2O ( due to its dissolved salts ) is more heavy than fresh H2O, so you # 8217 ; ll be more buoyant in salt H2O than in fresh H2O # 8211 ; in fact, when drifting motionless at the surface, most frogmans need to expire air from their lungs to drop. By expiring, the volume of the lungs is decreased, and less H2O is displaced, ensuing in less perkiness ( Kolezer, 19 ) . Therefore, we can see, that altering the volume of an object alterations its perkiness. Divers chiefly control perkiness by altering the volume of air in their BCD # 8217 ; s. Body air infinites and H2O force per unit area Although normally non noticeable, air is invariably exerting force per unit area on us. An illustration being every bit simplified as when walking against a strong air current, what is really felt its force forcing against our organic structure. This demonstrates that air can exercise force per unit area, or weight. One doesn # 8217 ; t normally experience the air # 8217 ; s force per unit area because our organic structure is chiefly liquid, administering the force per unit area every bit throughout our full organic structure. The few air infinites in our organic structure are- in the ears, fistulas and lungs- These are filled with air equal in force per unit area to the external air. However, when the environing air force per unit area alterations, such as when you alteration height by winging or driving through mountains, some of us can experience the alteration as a starting esthesis in our ears ( Tillman, 40 ) . Merely as air exerts force per unit area on us at the surface, H2O exerts force per unit area when a individual is submerged. Because H2O is much denser than air, force per unit area alterations under H2O occur more quickly, doing one more aware of them. The weight of the H2O above a individual greatly compounds the sum of force per unit area one ( ears, lungs, and the air in 1s lungs ) is under. While it takes the full tallness of the ambiance to incorporate a weight of air adequate to give 1 atmosphere ( 1 ATM ) of force per unit area ( the force per unit area one is used to be under as one walks around daily ) , it merely takes 33 ft. of H2O to do up an extra Standard atmosphere of force per unit area. Of class, the air is still there excessively, so at a deepness of 33 pess, a frogman is subjected to two Atmospheres of force per unit area, to the full twice what one is subjected to at the surface! ( Resneck, 53 ) A frogman would hold to travel truly, truly deep before being in any danger of really being crushed by force per unit area. It # 8217 ; s what the force per unit area does to the gases in your organic structure that can be unsafe. Physics Teachs us Boyle # 8217 ; s Law of gases, which suggests that the volume of a gas is relative to its force per unit area. Therefore, when 1 goes to a deepness of, say, 33 pess ( 1 excess ATM ) and fills 1s lungs with a breath of air from a armored combat vehicle and so go up to the surface without expiring, the air in the lungs would spread out to twice its volume, doing monolithic injury to the lungs. Other more elusive jobs occur with gas under force per unit area, such as the accretion of residuary N in the organic structure # 8217 ; s tissues which can ensue in Decompression Sickness ( DCS ) , normally known as the decompression sicknesss ( Tillman, 44 ) . As with air force per unit area, one doesn # 8217 ; t experience H2O force per unit area on most of 1s organic structure, but we can experience it in our organic structure # 8217 ; s air infinites. When H2O force per unit area alterations matching with a alteration in deepness, it creates a force per unit area esthesis one can feel. Through preparation and see a frogman will larn to avoid the jobs associated with H2O force per unit area and the air infinites in our organic structures. As antecedently me ntioned, force per unit area additions at a rate of one ambiance ( ATM ) for each extra 33 pess of deepness underwater. The entire force per unit area is twice every bit great at 33 pess than at the surface, three times as great at 66 pess, and so on. This force per unit area pushes in on flexible air infinites, compacting them and cut downing their volume. The decrease of the volume of the air infinites is proportional to the sum of force per unit area placed upon it. When the entire force per unit area doubles, the air volume is halved. When the force per unit area three-base hits, the volume is reduced to one tierce, and so on ( Tillman, 40 ) . The denseness of air in the air infinites is besides affected by force per unit area. As the volume of the air infinites is reduced due to compaction, the denseness of the air additions as it is squeezed into a smaller topographic point. No air is lost ; it is merely compressed. Air denseness is besides relative to coerce, so that when the entire force per unit area is doubled, the air denseness is doubled. When the force per unit area is tripled the air denseness three-base hits and so on. To keep an air infinite as its original volume when force per unit area is increased, more air must be added to the infinite. This is the construct of force per unit area equalisation, and the sum of air that must be added is relative to the force per unit area increased. Air within an air space expands as force per unit area is reduced. If no air has been added to the air infinite, the air will merely spread out to make full the original volume of the air infinite upon making the surface ( Ketels, 76 ) . If air has been added to an air infinite to equalise the force per unit area, this air will spread out as force per unit area is reduced during acclivity. The sum of enlargement is once more relative to the force per unit area. In an unfastened container, such as the pail, the spread outing air will merely bubble out of the gap, keeping it original volume during acclivity. In a closed flexible container, nevertheless, the volume will addition as the force per unit area is reduced. If the volume exceeds the capacity of the container, the container may be ruptured by the spread outing air ( Cramer, 51 ) . Now let # 8217 ; s take a expression at how the relationship between force per unit area volume and denseness affect a frogman while plunging. Previously it has been mentioned that air infinites are effected by alterations in force per unit area. The air spaces that a frogman is concerned about are both the natural 1s in your organic structure and those unnaturally created by have oning plunging equipment. The air infinites within a frogman # 8217 ; s organic structure that are most evidently affected by increasing force per unit area are found in the ears and fistulas. The unreal air infinites most affected by increasing force per unit area is the 1 created by a frogmans mask. During descent, H2O force per unit area additions and pushes in your organic structure # 8217 ; s air infinites, compacting them. If force per unit area within these air infinites is non kept in balance with this increasing H2O force per unit area, the esthesis of force per unit area physiques, going uncomfortable and perchance even painful as the frogman continues to descend. This esthesis is the consequence of a squeezing on the air infinites. A squeezing is non merely a scuba phenomena but may besides be experienced in a swimmers ears when plunging to the underside of a swimming pool. A squeezing, so is a force per unit area instability ensuing in a hurting or uncomfortableness in a organic structures air infinite. In this state of affairs, the instability is such that the force per unit area outside the air infinite is greater than the force per unit area inside ( Ketels, 76-77 ) . Squeezes are possible in several topographic points: ears, fistulas, dentitions, lungs and 1s mask. Fortunately, frogmans can easy avoid all these squeezings. To avoid uncomfortableness, force per unit area inside an air infinite must ever be the H2O force per unit area outside the air infinites. This is accomplished by adding air to the air infinites during descent, before uncomfortableness occurs. This is called equalisation. Compared to the ear and fistula air infinites, the lungs are big and flexible. As a aqualung frogman, one automatically equalizes the force per unit area in the lungs by continuously take a breathing from the scuba equipment. When you skin dive, keeping 1s breath, the lungs can be compressed with no effect every bit long as they are filled with air when 1 begins to descent. The lungs will be reduced in volume during nice and will re-expand during acclivity to about the original volume when 1 reaches the surface ( some of the air from the lungs is used to equalise the other organic structure air infinites ) ( Ketels, 78 ) . In a healthy frogman, barricading the nose and trying to gently blow through it with the oral cavity closed will direct air into the ear and fistula air infinites. Swallowing and jiggling the jaw from side to side may be an effectual equalisation technique. Some frogmans even attempt a combination of the old two methods. As mentioned antecedently along with squeezings, the lungs experience no harmful effects from the alterations in force per unit area when keeping 1s breath while tegument diving. At the start of the tegument honkytonk, one takes a breath and descends ; the increasing H2O force per unit area compresses the air in the lungs. During acclivity, the air re-expands so that when making the surface, the lungs return to their original volume ( Ketels, 78 ) . When aqualung diving, nevertheless, the state of affairs is different. Scuba equipment allows one to take a breath under H2O by automatically presenting the air at a force per unit area equal to the environing H2O force per unit area. This means the lungs will be at their normal volume while at deepness, full of air that will spread out on acclivity ( Cramer, 51 ) . If a frogman breaths usually, maintaining the air passage to you lungs open, the spread outing air flights during acclivity and your lungs remain at their normal volume. But, by keeping 1s breath and so barricading the air passage while go uping the lungs would over spread out, much like the certain bag. Expanding air can do lung over-pressurization ( lung rupture ) , the most serious hurt that can happen to a frogman. The most of import regulation in aqualung diving is to breath continuously and neer keep your Breath. Lung rupture will happen unless force per unit area is continuously equalized by take a breathing usually at all times ( Cramer, 52 ) . Other physical Phenomena # 8217 ; s As an air-breathing animal, we have evolved to populate on land. Above the H2O, we see, hear and travel approximately in a familiar and comfy mode that seems normal because we have adapted to an air environment. Under H2O, though, one enters a new universe, where seeing, hearing, remaining warm and traveling are different. This is because H2O is 800 times more dense than air, impacting visible radiation, sound and heat in ways that we aren # 8217 ; Ts used to. Sight visual perception is a large portion of what diving is all about. One dives for legion grounds. A primary intent is to see new environments, aquatic life and natural phenomena. Since submerged sight visual perception is of import, like purchasing a new camera, one must larn, how. Therefor when diving, one must cognize how the liquid environment affects vision. To see clearly under H2O, a mask is needed because the human oculus can non concentrate without any air infinite in forepart of it. A mask provides the air infinite. Without the mask, you can see big objects, but they will be blurred and indistinct because your eyes can non convey the beams of visible radiation into crisp focal point. Merely by have oning a mask can you see aggressively ( Ascher, 9 ) . Light travels at a different velocity in H2O than in air. When visible radiation enters the air in your mask from the H2O, the alteration in velocity causes its angle of travel to switch somewhat. This causes a brilliant consequence that makes objects under H2O appear 25 % larger and closer ( Ascher, 52 ) . Water has other effects on visible radiation. As you descend, there is less light. This is due to several facts: some light reflects off the H2O # 8217 ; s surface, some is scattered by atoms in the H2O, and some is absorbed by the H2O itself. However, H2O does non absorb light uniformly. White visible radiation, such as sunshine, is really composed of assorted colourss assorted together. The colourss are absorbed one by one as deepness additions: First ruddy, followed by orange and yellow. Since each colour is portion of the entire visible radiation come ining the H2O, less light remains as deepness additions and each colour is absorbed. For these ground, deeper H2O is darker and less colourful. To see true colourss, frogmans sometimes carry submerged visible radiations with them ( Resneck, 151 ) . Underwater Hearing The submerged universe is non a soundless universe. One can hear many new and interesting sounds, like snarling runt, grunting fish, and boat engines passing in the distance. Since sound travels farther in H2O than in air, one is able to hear things over much longer distances. Sound besides travels about four times faster in H2O than in air and because of this, one may hold problem finding the way a sound is coming from ( Cramer, 95 ) . Address is virtually impossible under H2O because 1s vocal cords do non work in a liquid environment, non to advert the add-on of the tubing in 1s mouth. Communication by sound is normally limited to pulling the attending of another frogman by knaping on the armored combat vehicle with a solid object, such as a knife. The frogman will hear the rapping, but may non be able to state where the sound is coming from. Heat loss in H2O. Diving Michigans being gratifying when the frogman gets cold. In fact, even a little loss of organic structure heat has the possible to be a serious wellness menace. For these grounds, understanding about heat loss is of import. In air, organic structure heat is lost as it rises from the tegument into the air, as it is carried off by air currents, or as sweat cools the tegument through vaporization. Water conducts heat away from your organic structure 20 times faster than air does, intending that for a given temperature, H2O has a far greater chilling consequence. Even apparently warm 86F H2O can go chilly after a piece ( Cramer, 91 ) . The loss of organic structure heat in H2O can rapidly take to a serious status unless you use insularity to cut down the heat loss. Insulation through the usage of exposure suits is recommended for plunging in H2O 75F or colder. Merely as one frocks harmonizing to the temperature and conditions to travel out-of-doorss, one must frock suitably for plunging. Gesture in H2O One of the best facets of diving is that it can be so restful. There # 8217 ; s small ground for travel rapidlying. By larning how to travel without shortness of breath, cramping or weariness, you learn to loosen up during a honkytonk. Due to the greater denseness of H2O, opposition to motion in H2O is much greater than in air. If you # 8217 ; ve of all time tried to run waist-deep H2O, you # 8217 ; ve experienced this. In get the better ofing this increased opposition while plunging, the best manner to conserve energy is to travel easy and steadily. Avoid rapid and jerked meat motions that waste energy. Simply take your clip. After all this is a athletics to bask. Decision Several months after my holiday, I decided to give aqualung plunging a 2nd opportunity. However, this clip I decided to make it right. I signed up to take a P.A.D.I. enfranchisement, which is one of the many internationally recognized scuba associations. It was here, in a decently structured class, consisting of both theoretical and practical ( in H2O ) Sessionss where I was decently re-introduced to the athletics. Since my introductory honkytonk from snake pit, I have had the opportunity to go rather the aqualung partisan. Partaking in legion honkytonks non merely in heater climes ( sooner ) but in the colder Montreal Waterss every bit good, scuba plunging has become portion of my life style. I participate in and bask every chance to re-visit the submerged universe that one time scared me off. In this paper, I included some history of the development of the athletics in order to indicate out that there is more to this peculiar athletics than leaping into the H2O. Scuba is a complex athletics and can non be enjoyed without some scientific cognition. Scuba plunging did non merely germinate, but it is the consequence of legion innovations and physical belongingss. One could merely conceive of the trouble that those historic frogmans ( scientists ) had in making this athletics. My nonsubjective in composing this paper was non to discourage people off from the athletics, but to emphasize the importance of the cognition that is required to decently and safely partake in it. Like everything else in life, one must work towards a end, and this is no different. One will rapidly see that the final payment is far greater than anything else of all time experienced. Recreational aqualung is meant to be a really gratifying and loosen uping athletics. The scenery is brilliant and the esthesiss are genuinely indefinable. Today, aqualung diving is rapidly going one of the spread outing trades. Whether for military, research, concern, or diversion, 100s of 1000s of people are heading for the deepnesss, to see the unknown. My advice for a new frogman is to make it right. Get the proper enfranchisement and do each honkytonk a safe one. When a frogman is to the full trained, and in good mental and physical status, safe diving can be one of the most gratifying of experiences. The true beauty of the submerged universe, coupled with the fantastic almost-weightlessness of drifting with impersonal perkiness is an indefinable experience. Bibliography/Further Reading Ascher, Scott M. Scuba Handbook for Humans. Iowa: Kendall/Hunt Publishing Company. 1975. Cramer, John L. Ph.D. Skin and Scuba Diving: Scientific Principles and Techniques. N.Y. : Bergwall Productions, Inc. 1975. Ketels, Henry A ; McDowell, Jack. Safe Skin and Scuba Diving, escapade in the submerged universe. Canada: Little, Brown and Company ( Canada ) Ltd. 1975. Koelzer, William. Scuba Diving, How to acquire started. Keystone state: Chilton Book Company. 1976. Resneck, John Jr. Scuba, Safe and Simple. New Jersey: Prentice-Hall, Inc. 1975. Tillman, Albert A. Skin and Scuba Diving. Iowa: Wm. C. Brown Company Publishers. 1966.

The Role Of A Government Persuasive Essay Example For Students

The Role Of A Government Persuasive Essay Henry David Thoreau often took extreme positions on the issue of government and its role in society. To this somewhat rebellious transcendentalist, government should not govern people at all and law was often meant to be broken. Thoreau’s belief in individualism was so strong in fact that it seems he often took sides on an in issue simply to be in favor of the minority, whether the majority was right or wrong. Certainly, it is important for one to be himself and stand up for what he believes in. However, to Thoreau’s statement that â€Å"that government is best which governs not at all† is a bit extreme. We will write a custom essay on The Role Of A Government Persuasive specifically for you for only $16.38 $13.9/page Order now Some form of government is necessary first and foremost to prevent chaos and widespread disorder. Without laws and consequences for breaking those laws, people will do exactly what pleases them without regard to how it affects others. Theft and murder will become everyday occurrences because men without ethics will see no reason not to commit these crimes. In fact, the entire population may ending killing themselves off. In addition to an increase of crime, a significant increase in poverty is likely to occur without government leadership. Without government funding, public schools, hospitals, and transportation would be nonexistent. This in conjunction with the lack of welfare funds would obviously lead to a society of poor, uneducated, Webb 2 and sickly people. Without a doubt, a society must be under the rule of a strong government power in order to function properly. Thoreau’s statement is also too harsh because it has no regard for the fact that in a democratic society, the people essentially are the government. The whole purpose of a democracy is to ensure that the people govern themselves. Rather than being ruled by a dictator or monarch, members of a democratic society are able to have an input on how the government runs. Ideally, any law that is formed in this country is formed because the majority of the population want it to be formed. Rather than complaining about the existence of a government, Thoreau should have rejoiced at having the rights people in America have. It is doubtful that the laws of any other country would have allowed Thoreau more freedom or independence than the laws of the United States. If he felt otherwise or disagreed with the majority of the population, he should not have chosen to live in the United States. Certainly, one can see that Thoreau’s complaints about the censorship placed upon individuals by the government were unjustified. Obviously, Thoreau went too far in stating that the government should not govern at all. Without a government that does its job in governing the people, disaster will occur. While it is not the government’s place to suppress the ideas or expressions of its people, it is vital to maintaining organization. As a society, people should strive to find a medium between total lack of government and total control by the government.