Defending slavery

Introduction The issue of slavery was a divisive issue between the North and the South in the 1800’s. While the Northern part abhorred slavery, the Southerners not only practiced it but they also embarked on a spirited campaign to promote and defend the practice. It is therefore not surprising to note that as the Northern opposition to the vice rose, Southerners who were more tolerant toward the practice also embarked on a spirited justification of their work system and mode of life.Advertising We will write a custom essay sample on Defending slavery specifically for you for only $16.05 $11/page Learn More This defense by the Southerners finally led to the famous claim that slavery was an evil that could be tolerated and that it eventually brought some positive attributes. This claim partly explains why slavery in the South was able to endure for so long despite the numerous attempts by the North to outlaw the practice. (Queen) One claim that the South fronted in trying to defend slavery was by claiming that the black men popularly known as Negros were nothing but grown up children. For this reason, the Southerners claimed that the Negros needed to be treated in the same manner as little children. In order, to justify their claim, they banned the treatment of Negro’s as mad men or criminals. This was also justified by the view that Negro’s have a low moral and intellectual capacity as compared to their white counterparts. On top of this, a Negro was perceived to act in irresponsible ways, just as a baby would act. This form of irresponsibility was characterized by the inability to keep anything for use in old age. The Southerners therefore claimed that if such a man were let free in the society he would become a big burden. The society was therefore given the obligation of preventing this from happening and the only way to do so was through subjecting the Negro to some form of slavery. The Negro was also percei ved to be of an inferior rank to the whites and putting them at the same level would be the same as giving an upper hand to the white race. This, the Southerners claimed would lead to extinction of the Negro race. In a way, this claim about the Negro being nothing but a grown kid was justified and it led to the success of slavery in the South. (Kirkpatrick) Another claim that the Southerners made to defend slavery in their region was that the Negro slaves under their care were one of the most free and happy people in the world. To justify this claim, the Southerners allowed children, the weak and the aged Negro’s from any form of work. On top of this, this category of the Negro community had all their needs provided for. This group was therefore considered free of any care or any labor.Advertising Looking for essay on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More The Negro women were also given light chores and their masters protected them from their abusive husbands. Even for those slaves able to work, the Southerners allowed them to do so for only nine hours. This was considered modest by the Southerners and even by the slaves themselves. The Southerners claimed that the slaves could sleep at any time they felt like a luxury that their white counterparts did not have. This perception of a slave at liberty made slavery tolerable and led to its success in the South. (Kirkpatrick) Another claim that the Southerners used in their defense of slavery was that every society was formed by a society of lesser and higher beings. In a speech delivered to the U.S Senate by Senator James Hammond of South Carolina in 1848, he claimed that a society was incomplete if it was devoid of the low class people to do the menial chores. The people in the lower class were supposed to not only have a low intelligence but skill as well. according to Senator Hammond, if this class of the society was lacking then the other clas s of higher citizens who are tasked with building the nation and bringing about civilization would also be missing. The senator and the other Southerners argued that this lesser class of people formed the foundation of any government and without it, the government would most likely end up failing. The Southerners considered slaves as members of this lower class of citizens. To them, slave was just but a name given to people who performed a certain kind of work. The Senator claimed that although the Northerners and the rest of the world were working hard to abolish slavery, all that they were merely doing was wiping out the name and not the real essence of slavery. He claimed that only God had the power to abolish slavery by taking away the poor from the face of the earth. According to the Southerners, the only difference between their slaves and the employed class was that they called them slaves and engaged their services for life. Unlike the other manual laborers, slaves did not f ace starvation or lack of work at any given time. According to the Southerners, this had led to a high number of beggars in the North unlike the South that had few or no beggars. This claim succeeded in silencing the critics from the North something that gave a new lifeline to slavery in the South. (Dirst) The other important claim that the Southerners made in their defense of slavery was that all the citizens in the region were free of any fears of attack from their slaves. The Southerners claimed that those who were in danger were those outside the state who had distorted ideas about the condition that the slaves lived in. in demonstrating this, they gave an example of how Virginians would leave behind their households in the care of the slaves to defend their state.Advertising We will write a custom essay sample on Defending slavery specifically for you for only $16.05 $11/page Learn More These slaves are the same people whom the North claimed that t hey could wreak havoc given the slightest chance. This claim was supposed to show that the slaves in the South were content with the kind of life they were living and any attempt to change that would be met with resistance from the slaves. This helped in silencing the Northerners and led to an extension of slavery in the South for many more years. (The Staunton Spectator) Conclusion The issue of slavery has been one of the most divisive issues between the South and the North in the U.S. While the North abhorred slavery, the South practiced it on a higher level. In order to weather the opposition from the North, they came up with excuses that were meant to defend their reasons for failing to ban the practice. These excuses ranged from the kind of treatment that the slaves were being given to the positive attributes that the practice had brought to their society. This spirited defense led to the success of slavery in the whole of the Southern region. Works Cited Dirst, Tara. Free Mark et Labor vs. Slave Labor. Debating the â€Å"Mud Sill† Theory, 2005. Web. Kirkpatrick, Mary. George Fitzhugh, 1806-1881. Cannibals All! Or, Slaves Without Masters, 2010. Web. Queen, Jacob. What is slavery? 21 September 2010. Web. The Staunton Spectator. White Southerners’ Defense of Slaveholding: Article One, 1859. Web.Advertising Looking for essay on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More This essay on Defending slavery was written and submitted by user Yuliana Tillman to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on Response To Debate On Euthanasia

In recent years, Euthanasia has become a very heated debate. It is a Greek word that means "easy death" but the controversy surrounding it is just the opposite. Whether the issue is refusing prolonged life mechanically, assisting suicide, or active euthanasia, we eventually confront our society’s fears toward death itself. Above others, our culture breeds fear and dread of aging and dying. It is not easy for most of the western world to see death as an inevitable part of life. However, the issues that surround euthanasia are not only about death, they are about ones liberty, right to privacy and control over his or her own body. So, the question remains: Who has the right? For our debate we attempted to show the different views people have on the subject of Euthanasia. The two sides we considered where views for Euthanasia, and views against and the reasons why people would think this. These were not necessarily our personal views, on the matter. The term ‘Euthanasia’ means ‘easy death’ in Greek. Euthanasia is when someone requests purposely making or helping die, instead of allowing nature to take its course. Basically euthanasia means killing in the name of compassion. Euthanasia, can be ‘voluntary’, ‘passive’, or ‘positive’, Voluntary involves a request by the dying patient or their legal representative. Passive involves, doing nothing to prevent death - allowing someone to die. Positive involves taking deliberate action to cause a death. Euthanasia, at the moment is illegal throughout the world apart from in the State of Oregon, where there is a law specifically allowing doctors to prescribe lethal drugs for the purpose of euthanasia. In the Netherlands it is practised widely, although, in fact, it remains illegal. I believe that everyone has the right to choose how they live and die. Everyone deserves respect, freedom and the power to control their own destiny. Not everybody will have an easy death... Free Essays on Response To Debate On Euthanasia Free Essays on Response To Debate On Euthanasia In recent years, Euthanasia has become a very heated debate. It is a Greek word that means "easy death" but the controversy surrounding it is just the opposite. Whether the issue is refusing prolonged life mechanically, assisting suicide, or active euthanasia, we eventually confront our society’s fears toward death itself. Above others, our culture breeds fear and dread of aging and dying. It is not easy for most of the western world to see death as an inevitable part of life. However, the issues that surround euthanasia are not only about death, they are about ones liberty, right to privacy and control over his or her own body. So, the question remains: Who has the right? For our debate we attempted to show the different views people have on the subject of Euthanasia. The two sides we considered where views for Euthanasia, and views against and the reasons why people would think this. These were not necessarily our personal views, on the matter. The term ‘Euthanasia’ means ‘easy death’ in Greek. Euthanasia is when someone requests purposely making or helping die, instead of allowing nature to take its course. Basically euthanasia means killing in the name of compassion. Euthanasia, can be ‘voluntary’, ‘passive’, or ‘positive’, Voluntary involves a request by the dying patient or their legal representative. Passive involves, doing nothing to prevent death - allowing someone to die. Positive involves taking deliberate action to cause a death. Euthanasia, at the moment is illegal throughout the world apart from in the State of Oregon, where there is a law specifically allowing doctors to prescribe lethal drugs for the purpose of euthanasia. In the Netherlands it is practised widely, although, in fact, it remains illegal. I believe that everyone has the right to choose how they live and die. Everyone deserves respect, freedom and the power to control their own destiny. Not everybody will have an easy death...

Professional Application Essay Example | Topics and Well Written Essays - 1250 words

Professional Application - Essay Example Various communication objectives were provided and the research analyzed the targeted market. The research provided the major selling ideas and also included the key benefits. Lastly, the researcher included a brief conclusion, which was a short summary of the research paper. Professional Application Introduction Steve Madden, which is a recognized footwear brand, faces challenges that need to be addressed in the integrated market communications (IMC) campaign. The choice of a product promotional blend requires an effective communication to the target market or audience; thus, it should be integrated well in the communications strategy since there are a number of techniques available in the market. Barger and Labrecque (2013) attempted to reveal the significance of integrated marketing communications as a marketing strategy for increasing organizational sales; hence implementing communication objectives is imperative. The paper has analyzed critical issues facing Steve Madden and rev ealed what needs to be addressed in the new campaign. Part 1: Background Analysis There are various critical issues facing the company, which need to be addressed in the IMC campaign. One of the main fascinating problems in many companies is the implementation of communication messages, which is poorly done by most marketers. Many companies fail to create an appealing message for advertising their products in the ever competitive business world; thus, they fail to achieve their business objectives effectively. Advertising is one of the effective business strategies for meeting the demanding needs of the targeted market and increasing the sales of the company. Thousands of companies have attempted to incorporate technology in the business process, such as the use of social media services such as Facebook, Twitter and many others; however, most of them have ended up failing due to poor communication messages. Hartley and Pickton (2000) argued that an integrated marketing communication requires a new way of thinking in order to achieve the demanding needs of the targeted customers. Therefore, the IMC campaign will address aspects such as the significance of developing an effective advertising strategy, need for defining advertising objectives, and setting advertising budgets in order to meet the demanding needs of the organisation efficiently. Another critical issue that faces the company and should be addressed in the IMC is competition. Competition is one of the major challenges impacting organizational performance in many industries across the globe. Among the major competitors of Steve Madden are Nike, Nine West and BCBG which also target diverse customers in the competitive market. However, the competition issue will be addressed and the audience will be informed about the ways of competing with their rivals in the competitive market. One of the effective ways of competing with the competitors is by using an effective pricing strategy, product promotion stra tegy, or differentiation strategy. Employing Porter’s five forces analysis that shapes the industry’s competition is vital because these forces can enable the company not only to determine their profitability but also achieve a competitive advantage. Lastly, the company also faces economic challenges due to the economic downturn of 2007 to 2008. The economic problem has contributed to increased rates of unemployment levels and the overall slow growth in the company; thus

Teeens in concentration camps Research Paper Example | Topics and Well Written Essays - 1250 words

Teeens in concentration camps - Research Paper Example Cynthia Ozicks "The Shawl portrays the cruelties of Nazi concentration camp. Stories and narratives about the concentration camps demonstrate the unending brutality and wretchedness that the Jewish young children and teenagers faced during the reign of Hitler. In the concentration camps teenagers were recruited for the Nazis and forced to undergo heavy military practices. These teen soldiers had been educated for struggle, and most of the soldiers had hardly even heard of these concentration camps. In Nazi concentration camps the teen soldiers have met thousands of hungry and struggling populace including young children who had witnessed and observed assassinations, persecution, hunger and ravage they also had been dehumanized. Eleanor H. Ayer supports â€Å"They were murdered because they had Jewish blood, and nothing they could do could change that.† (Ayer 7-8). Teens who have been recruited in to the Nazi force also suffered from severe training programs and strict disciplinary activities. Many of them have escaped from these concentration camps because of dehumanization and other conditions which were beyond their power of endurance. During the time of Nazi movement in Germany, lots of the teens became rescuers when their parents choose to conceal Jews. The teenagers survived in the ghettos of Lodz and they also lived in Warsaw. In all there places they have had to sustain physical scarcity, mistreatment, and transportation to the death camp. The Jews who lived in these concentration camps were subjected to severe physical torturing and often killed. On the other hand, for nearly all prisoners, actual celebration was not possible. The book Liberation: Teens in the Concentration Camps and the Teen Soldiers Who by Tina Tito points out that â€Å"They built death camps occupied with the most sophisticated technology available in order to kill the Jews. With the assistance of collaborators (non-Germans who

Building and Sustaining Strategy Essay Example | Topics and Well Written Essays - 1250 words

Building and Sustaining Strategy - Essay Example Establishing good customer relations has helped learn the importance of feedback in the business (Langdoc, 1998). The feedback reception helps an entrepreneur to plan and make necessary changes in the product and services approaches. Innovation is a very important part of building and sustaining strategy. As an entrepreneur I have also learnt the basic skills of nurturing an innovation protecting it and making the best out of it. For any business to be successful there must be a good communication network. Lack of feedback was major issue at the organization (Coyle, 2003). The management never responded to the points of concerns raised by employees. Effective feedback usually helps in dealing with the emerging challenges. The management is the policy translator to the employees and therefore continuous feedback should be available. I have also been able to learn the importance of good communication with other employees. The proper communication network helps in solving problems that we may encounter while conducting business. Good communication is also important with the customers (Business Forecasting, 2011). Management is a continuous process of synchronizing an organization with its market throughout while tackling the competitors and regularly collecting feedback within the organization itself (Buchanan, 2000). It examines external and internal factors affecting a particular organization together with the skills, information and strategies put in place to effectively manage the change and consequent improvements. I have a feeling that management is an effective tool for decreasing motivational and environmental constraints while improving organizational structure. I learnt that lack of organized information (lack of an integrated framework) in an organization is a potential drawback. Organizations have departments, which at most times cause distortion of information hence influencing the decisions made by the executives. Information in an organization can b e organized in a process-based manner (Pitak, 2000). The process-based manner ensures that the organization is viewed horizontally regardless of the departmental boundaries. In addition, intangible (making of decisions, leadership, and innovation) and tangible should be Organization communication is the movement of knowledge and information amongst people in the organization in order for efficiency and effectiveness to be attained. Both the management and staff should share the goals of the organization. In the past, application aspects (writing and speaking) were the major concerns of communication but it later changed to character-based aspects. Since that time, organizational communication has developed and undergone various modifications. When changes or challenges occur in an organization, ways and means are identified to counter the changes effectively spread equally within the organization fraternity. For any entrepreneur the ability to maximize and optimize profits is an ess ential part while building and sustaining strategy. Application There is need for development of an overall plan on the integration of the various departments and staff. The management should insist on teamwork and establish an environment within the company that practices respect and diversity. The management should make a decision on the points of responsibility interdependence by assessment of the joined responsibilities. After

Airline Supply Demand Curve

Airline Supply Demand Curve Airline industry provides us air transportation that improves our lives by shortening the time it takes us to reach a destination and also deliver goods. Airline industry undergoes oligopoly market, where only a few sellers that provide similar products or services but differentiated in the branding and the promotion method. Basically, there are four main categories in the airline industry, which is international, national, regional, and cargo. International flights provide services between countries; both national and regional flights are domestic flights within a country, but regional flights have shorter distance compare to national flights; cargo is mainly for the use of transport goods. In this assignment, we are going to briefly explain the determinants and the changes in market condition that affect the demand and supply of the airline industry. There are few determinants that will cause a change in the supply demand curve in the airline industry. Determinants on demand curve. The first determinant is income. When a country experiences a growth in the economy, the average income of citizens will increase. In this case, air ticket plays a role as a normal good, this is because an increase in the income will lead to an increase in the demand of air ticket purchased, one example is families might travel more often as they are in good economic condition. The second determinant is prices of related goods, where a change in price of a good might affect the demand of the other good. In the airline industry, the price of fuel has a direct influence to the demand of air ticket. When the price of fuel increases, airline industry has to increase the price of air ticket to maintain its revenue. Therefore, the fuel price and the demand of air ticket have a relationship of complements, where increase in the fuel price leads to a decrease in the demand for air ticket. However, in some special cases especially during a decline in the economy, the airline industry will not raise the price of air tickets because the customers would scare away. Therefore, the demand of air tickets is also quite dependent to the condition of economy. The third determinant is number of buyers. The more the buyers in the airline industry, the demand of air ticket will be higher. When a promotion is held by the industry airlines, there will be more buyers on the purchase of air ticket. This is because the air tickets normally sell at a lower price to attract more customers especially during a not-so-peak season. Thus, the demand or air tickets will increase and the airline industry will gain more profits even though the air tickets are selling at a lower price. The last determinant is expectation on future income and future price, which means the prediction of consumers on how much they will earn and the value of a good in the future. For example, if the economy has a positive development, where people expect a higher income in the future, they might go for a vacation and shift the demand curve of air ticket to the right. However, if they realize there will be an increase in price of air ticket in the future probably due to peak season, they will choose to purchase now then later and cause the demand curve to shift to the right. For the other variable like tastes that can affect demand curve, we will ignore it because it is based on personal behavior and is uncertain to the airline industry. Determinants on supply curve. The first determinant is input prices. When the cost of producing goods increases, the supply will decrease. In airline industry, one of the main input prices is the fuel price. As other variables are constant, when the price of fuel increases, the number of flight per day will decrease to reduce the cost of airline industry. The second determinant is technology. A better technology can shift the supply curve to the right. Technology advancement plays a very important role in airline industry. Airline industry is trying their best to seek for better technology in fuel conservation. Besides, they also work with airframe and engine manufacturer in designing the components of aircraft to reduce the fuel consumption of each flight. Thus, with the improvement of technology, airlines can provide more flight then before using the same amount of fuel. The third determinant is weather. As this is air transportation, weather often becomes a big issue to the airline industry. A heavy snow during winter, or a bad pollution, often disrupts the takeoff and landing of aircraft. Unfortunately, weather is not control by humans, the airline industry only can do their best in providing complete and safety facilities to protect their users. Although bad weather does not last very long, it does bring some effect on flight for short periods. The last determinant is expectation on future price. When a firm expects there is a raise of price in future, they will supply less today until the price of the product increase. In the airline industry, when they expect the price of air ticket to rise in the coming peak season that brings higher profits, they will reduce or maintain the number of flights now. Thus, when comparing the number of flights for two periods, the supply for now can said to be less compare to future. Since airline industry undergoes the oligopoly market, the determinant of number of sellers will be excluded. Other variables like taxes and subsidies will also be excluded as they are not uncertain. Conclusion As we can see from above, airline industry has to concern many determinants that can affect the airlines demand and supply. Besides, they have to observe carefully on the changes in market condition and take immediate action if there is any unexpected issue. According to the Air Transport Association (ATA), labor is the largest expenses of the airline industry, followed by fuel cost. Other variables like weather and technology also have to put well attention to ensure the safety and revenue of the airline industry. The study of economics may help the airline industry when making a decision and better choice by providing knowledge on the efficiency use of resources.

Is Science to Blame Essay -- Science Scientific Essays

Is Science to Blame Science has played an important role in the American culture. One way or another it has transformed our way of living and our way of thinking towards human beings and nature. Science has been blamed for its new science inventions due to causing harm to individuals or the environment. As we are aware, science can have many benefits towards the health and environment, but at the same time there are consequences if new science ideas are not properly handled under the hands of the scientist or us, the individual. No doubt, science has provided many solutions to our unanswered questions and has removed our fears. J.Michael Bishop explains in his essay â€Å"Enemies of Promise† â€Å"science is the art of the possible, of the soluble† (239). For example, without scientist having the abundant knowledge that they do, the people and animals would not have survived infection’s diseases. People would not be aware of a habit they consume as being listed as a dangerous one nor would they know the facts on how to take care of their animal (s) or the environment. The solution to the diseases is that science has evolved with the proper vaccination though some are still in the process and others are about to be discovered. Also, nature has resulted to provide benefits to the human skin and even to cure some illnesses, has been discovered by scientist. There has been many other science solutions provided to Americans but many scientists are not appreciated for their development, rather people seek to find more answers to their health or environmental problems. If individuals are not meet with their needs they begin to criticize the science technology. Many Americans do not understand the concept of science. They imagine a... ...nswer can vary, depending on your beliefs, but it’s logical to say that science should be blamed when scientist introduce a new scientific idea just for selfishness, who don’t take into consideration the consequences of their product. Also, individuals who take advantage of any science development are the ones responsible for their failure not science. Science provides a different perspective on how to view others our natural environment. Works Cited Bishop, Michael J. â€Å"Enemies of Promise†. The Presence of Others. Ed. Moller. Boston: Bedford/St. Martin’s, 2000. 237-242. Rifkin, Jeremy. â€Å"Biotech Century: Playing Ecological Roulette with Mother Nature’s Designs†. The Presence of Others. Ed. Moller. Boston: Bedford/St. Martin’s, 2000. 244-253. Shelley, Mary. â€Å"Frankenstein†. The Presence of Others. Ed. Moller. Boston: Bedford/St. Martin’s, 2000. 231-235.

Mr. Road

Old Alfred Road, who is well-known to drivers on the Maine Turn-pike, has reached his seventieth birthday and is ready to retire. Mr. Road has no formal training in finance but has saved his money and invested carefully. Mr. Road owns his home—the mortgage is paid off—and does not want to move. He is a widower, and he wants to bequeath the house and any remaining assets to his daughter. He has accumulated savings of $180,000, conservatively invested. The investments are yielding 9% interest. Mr. Road also has $12,000 in a savings account at 5% interest. He wants to keep the savings account intact for unexpected expenses or emergencies. Mr. Road’s basic living expenses now average about $1,500 per month, and he plans to spend $500 per month on travel and hob-bies. To maintain this planned standard of living, he will have to rely on his investment portfolio. The interest from the portfolio is $16,200 per year (9% of $180,000), or $1,350 per month. Mr. Road will als o receive $750 per month in Social Security payments for the rest of his life. These payments are indexed for inflation. That is, they will be automatically increased in propor-tion to changes in the consumer price index. Mr. Road’s main concern is with inflation. The inflation rate has been below 3% recently, but a 3% rate is unusually low by his-torical standards. His Social Security payments will increase with inflation, but the interest on his investment portfolio will not. What advice do you have for Mr. Road? Can he safely spend all the interest from his investment portfolio? How much could he withdraw at year-end from that portfolio if he wants to keep its real value intact? Suppose Mr. Road will live for 20 more years and is willing to use up all of his investment portfolio over that period. He also wants his monthly spending to increase along with inflation over that period. In other words, he wants his monthly spending to stay the same in real terms. much can he afford to spend per month? Assume that the investment portfolio continues to yield a 9% rate of return and that the inflation rate will be 4% Fundamentals of Corporate Finance, 154.

The hydrogen peroxide Essays

The hydrogen peroxide Essays The hydrogen peroxide Paper The hydrogen peroxide Paper The substances that I am going to use in this investigation are Manganese Dioxide and Hydrogen Peroxide. The Manganese Dioxide is a chemical catalyst and will be used to speed up the breaking down of Hydrogen Peroxide. I am using a chemical catalyst because it would give a more accurate result compared to organic or biological catalysts. This because organic and biological catalysts are enzymes, which require a certain temperature and will need to be kept constant as they work best between that temperatures. For example, 37 degrees centigrade to 40 degrees centigrade are temperatures when enzymes work best. This is because enzymes are found in the human body and are used for digestion. Also the human body has a body temperature of 37 degrees centigrade, which is why the enzymes work best at that temperature. Enzymes such amylase is found in the mouth breaks down starch in to maltose. In the stomach pepsin is used to break down protein in to polypeptides. In the small intestines using the enzyme peptidase produces amino acids when polypeptides are broken down. Also this is where the maltose is broken down into glucose using the enzyme called maltase. Hydrogen Peroxide with a chemical equation of H2O2 looks very similar to the equation for water H2O however having an extra Oxygen atom compared to water but this changes the properties of Hydrogen Peroxide. Hydrogen peroxide is a very reactive compound that can be used for a variety of reactions including bleaching and disinfecting minor wounds. Hydrogen peroxide H2O2 is made up of two hydrogen atoms and two oxygen atoms. Hydrogen Peroxide H2O2 looks like water H2O, but that extra oxygen molecule makes this natural water additive one of the most powerful oxidizers. Hydrogen Peroxide H2O2 has many uses and is used to bleach textiles and paper products. Other industrial uses consist of Oil refining, Food processing, Landfills, etc. The Hydrogen Peroxide is constantly being broken down but at a slow rate. With the help of the catalyst, Manganese Dioxide this will speed up the decomposition of the Hydrogen Peroxide. Hydrogen peroxide typically decomposes to form water and oxygen at the rate of 10% per year. Here is the word equation for the reaction that I have just described: HYDROGEN PEROXIDE WATER + OXYGEN MANGANESE DIOXIDE Another way of describing this equation is in a balanced chemical equation: 2H2O 2H2O + O2 MnO2 Variables There are many things involved in this investigation, which could affect the speed the speed of this investigation. These called the variables. These variables consist of the surface area, the concentration, and the use of a catalyst, the amount of the catalyst and also the temperature. Heat, light, or a catalyst can accelerate the reaction. Surface area If the Manganese Dioxide has a large surface area increases the speed of the reaction because there will be more space covered by the Manganese Dioxide resulting in more of the Manganese Dioxide reacting with the Hydrogen peroxide hence increasing the speed of the reaction. And a smaller surface area will have a slower reaction rate compared to a larger surface area. Concentration of the Hydrogen Peroxide A high concentration of Hydrogen Peroxide would speed up the rate of decomposition. This because the concentration has an affect on how strong the Hydrogen Peroxide is. The higher the concentration the stronger the Hydrogen Peroxide is likely to be. So if the Hydrogen Peroxide has a stronger concentration that will mean that it is very reactive. Therefore being reactive means it will react faster and speed up the reaction.   The use of a catalyst There are two types of catalysts. They are biological catalysts and chemical catalysts. An example of a chemical catalyst is manganese Dioxide. A few examples of biological catalysts are carrots, potatoes and Liver. Catalysts are used to speed up reactions. Biological catalysts contain enzymes that break down certain substances in to other, easier to break down substances. The enzyme amylase, found in the saliva, breaks down starch into maltose. A disadvantage of using biological catalysts is that they rely on certain temperatures to ensure that they work best. Enzymes in your body work best at 37 degrees centigrade, which is your actual body temperature. When Manganese Dioxide is added to Hydrogen Peroxide, the Hydrogen Peroxide is begins to break down in to two substances. Hydrogen Peroxide breaks down in to Oxygen and water. To collect data I cannot measure the amount of water produced. This is because it will be very difficult to separate the water produced as it has been dissolved with the hydrogen peroxide. Instead I am going to measure the volume of Oxygen in centimetres cube, as the Oxygen bubbles will not easily dissolve in water. I am going to measure the oxygen by collecting the gas in a measuring cylinder, which is full of water. The theory is that when the gas goes in to the cylinder by a delivery tube, the oxygen gas pushes out the water. This process is called the downward displacement of water. I have chosen to investigate how the concentration of Hydrogen Peroxide affects its decomposition. Prediction I think that if I increased the concentration of the Hydrogen Peroxide the speed of the reaction will increase. I also think that as I increase the concentration of the Hydrogen Peroxide, more Oxygen will be produced. This will happen because the higher the concentration the more easy it is for the Manganese Dioxide to react with the Hydrogen Peroxide. This because the concentration has an affect on how strong the Hydrogen Peroxide is.

Profession of Arms Essay Example

Profession of Arms Essay Example Profession of Arms Essay Profession of Arms Essay a medical doctor doing surgery, a lawyer arguing a brief before the bar, or an Army commander synchronizing the various elements of combat power in a modern COIN environment. Since the members of the society served are utterly dependent on these professionals for their health, justice, and security, a deep moral obligation rests on the profession, and its professionals, to use their unique capabilities only in the best interests of that society, and not in their own interests. All professionals inherently are servants, morally bound to an ethic of non-exploitation via their expertise. Thus military professions are generally considered â€Å"social trustee† professions in that their life blood is the trust in which the society holds them to acquire the knowledge and expertise to do something that the society cannot do for itself, but yet without which the society cannot survive; and to use that expertise according to the values held by the client. The fields of medicine, theology, law, and more recently the military have traditionally been organized in western societies as a social trustee form of profession. Effectiveness, not efficiency, is the key to the work of professionals- the sick want a cure, the sinner wants absolution, the accused want exoneration, and the defenseless seek security. To be sure, all clients in any professional field want efficient service, but effectiveness- truly efficacious results from the profession’s expert practice- is their overriding goal. Thus, professions are self-forming, self-regulating, and self-initiating organizations for the provision of expert services to a client which the profession is ethically constrained not to exploit in its own self-interest. The servant ethic of professions is therefore characterized as cedat emptor, â€Å"let the taker believe in us. † The Army’s professional ethic is built on trust with the American people, as well as with civilian leaders and junior professionals within the ranks. In contrast, other government occupations generally do not work with expert knowledge; they are designed to do socially necessary, repetitive tasks with efficiency (e. g. , a state Department of Motor Vehicles). Such bureaucracies ely on structure and process, formalization and differentiation of roles and tasks, centralized management, and standard operating procedures. Being efficient producers of non-expert work, they survive over the long term by competing successfully among other bureaucracies for necessary resources. They focus little on developing their personnel, as most can be easily replaced by acquiring and training new personnel. It follows from these descriptions that the means of motivation and so cial control within a profession- its Ethic- is also quite distinct from those of a business or a government occupation. The client (i. e. , the American people in the case of the Army) trusts the profession to produce the expert work when and where needed. And because of the client’s trust in the profession’s expert knowledge and practice, the American people are willing to grant significant autonomy to professions to create their own expert knowledge and to police the application of that knowledge by individual professionals. An exemplary Ethic is thus a necessity for the Profession of Arms to retain such trust from the American people. Further, the profession must actively self-police the use of its Ethic, precluding to the extent possible any incidents that serve to undermine America’s trust in the effectiveness of their Army or its Ethic, e. g. , the strategic failure at Abu Ghraib, the failures at Walter Reed Medical Center, the terrorist massacre at Ft. Hood, and the more recent failures at Arlington Cemetery). Further, while businesses and government occupations traditionally motivate their workers by reliance on extrinsic factors such as salary, benefits, promotions, etc. professions in contrast use means of social control that are more inspirational, largely intrinsic factors such as the life-long pursuit of truly expert knowledge, the privilege and honor of service, the satisfaction of nurturing and protecting life and enabling society to flourish, and the social status of membership in an ancient, honorable, and revered occupational group that self-polices it membership. Thus true Army professionals are always more personally motivated by the intrinsic aspects of their service, rather than by its extrinsic factors. We can fairly summarize this discussion by noting that an organizational ontinuum exists along which every Army command and unit finds itself every day. While this will be explained in more detail in a subsequent discussion on culture, here we simply restate the facts: the Army has a dual character, it is both a military profession and a governmental occupation and these two types of organizations have different cultures and behaviors, following different ethics. The end points of this continuum of organizational culture are described in the chart below; and it clearly is a continuum, with every Army organization reflecting some aspects of each. Based on their assigned mission, there may be an optimum balance between professional and occupational behavior that differs across Army organization types. A supply depot, for example, and a brigade combat team may rightly differ in character based on their profession/occupation mix. COMPARISONPROFESSIONGOVERNMENT OCCUPATION KnowledgeExpert, abstract and practical; requires life-long learning and certificationNon-expert; quickly learned on the job largely through training vs. ducation/development PracticeKnowledge applied with discretion to new situations by individual professionalsRepetitive situations, work done by following SOPs, administrative rules, and procedures Key to SuccessFocus on effectiveness of applied practicesFocus on efficiency of resources used Culture/EthicGranted autonomy to practice within a self-policing ethicClosely supervised; imposed governmental ethic InvestmentsPriority investment in developing individual professionalsPriority investment in hardware/softwa re, routines, and systems GrowthIndividuals develop coherent rofessional worldviewA worldview is unnecessary to the work MotivationIntrinsic, altruistic toward client; work is a callingExtrinsic: work is a job for personal gain LeadershipDevelops leaders who inspire and transform effective professionals Trains managers who focus on efficient processes and systems Table 1-1. A Continuum: Profession to Government Occupation. The goal of all Army leaders, obviously, is to create everywhere within the Army the culture of a Profession of Arms while making subservient the cultural influences of necessary supporting occupational organizations. One way to understand how professions conform their supporting organizations is the concept of a â€Å"professional† bureaucracy as opposed to a â€Å"machine† bureaucracy, which we will introduce and explain in Section 3. 3. In concluding this section, we must always remember that the Army is not a profession just because it says it is. In fact, the Army does not get to decide if it is a profession. That prerogative belongs to our client, the American people, who will do so each day depending on how our Army performs and how trustworthy they perceive it to be. In other words, status as a profession must be earned every day in the trust relationship the Army maintains with the society it serves and defends. Section 2. 3 The Army’s Expertise and Jurisdictions At a more detailed level of analysis, all modern professions display at least three common traits: they create and maintain their own expert knowledge (expertise); they apply that expertise to a situation or arena wherein their client wants it applied (a jurisdiction); and after a period of time, depending on their effectiveness, they will have established a relationship of trust with the client (legitimacy). The Army’s premier expertise is the art and science of fulfilling its military purposes stated earlier from Title 10. They need not be restated here, other than to note the amazing breadth of expertise that is needed to be militarily effective under the new concept of Operational Adaptability across the full spectrum of operations. To create and maintain that broad expertise, the Army must continually develop its own professionals with constantly renewed expert knowledge that can be conceptually grouped into our fields: MILITARY-TECHNICAL FIELD OF KNOWLEDGE that tells the Army how to conduct offense, defense, and stability or civil support operations on land at each of strategic, operational, and tactical levels; MORAL-ETHICAL FIELD OF KNOWLEDGE that tells the Army how to fight those wars morally, as the American people expect and as domestic and international laws require; POLITICAL-CULTURAL FIELD OF KNOWLEDGE that tells the Army how to operate effectively in our own and othe r cultures across organizational and national boundaries, including the vital fields of civil-military relations and media-military relations; and, HUMAN DEVELOPMENT FIELD OF KNOWLEDGE that tells the Army how to socialize, train, educate and develop civilians to become Soldiers and then to develop those Soldiers to be leaders within and future stewards of the profession. Clearly it is not the case that every Army Professional is to be equally expert in all fields of knowledge. Rather, the development of individual professionals is a process of life-long learning which combines training, education, and operational experience with emphasis among the fields of expert knowledge, shifting as one progresses through a career or, for some, progresses from generalist to specialist. But, as we will see later, the changing way in which the Army now pursues irregular warfare has significantly changed the relative importance of the fields of knowledge, shifting for example the need for expertise in political and cultural knowledge to much earlier in the career of combat arms leaders. The external jurisdictions within which the Army operates, most recently renegotiated within the Joint arena in 2006 with civilian leaders and the other services, are currently four. The Army is to be prepared to apply its expertise to: major combat operations, strategic deterrence, stability operations, and homeland security. More important to the dialogue advanced by this White Paper, however, are the two internal jurisdictions that exist within all professions. They are: 1) the development and maintenance of their expert knowledge; and 2) the development of human practitioners to apply that knowledge with expertise and character gained from years of study and practice. In more clear Army language these two internal jurisdictions are known as military doctrine and leader (and Soldier) development. It hould be clear from just these few insights into the nature of professions that the most critical field of knowledge for the Army is the last, developing Soldiers and leaders who can p ractice expertly and morally the military knowledge that the Army creates. Ultimately, the Army can have the most advanced technology possible, but without capable and adaptive Soldiers to use it, all is in vain. So, the two points to be made here are: every professional Soldier has to have a modicum level of expert knowledge in all four fields to be effective; and, a robust leader development system is simply the sine qua non for a professional Army. Establishing priorities for adequate investments in Soldier and leader development remains, however, one of the most vexing challenges facing the Army as a Profession of Arms and its strategic leaders. Section 2. 4 The Practice of the Army Professional The specific practice of the Army professional, irrespective of rank or position, is the â€Å"repetitive exercise of discretionary judgment† to bring about effective results to the situation under his or her purview, and done in ways consistent with the professional ethic–whether a combat patrol or a major budget decision. The essence of this definition is that true professionals control their own work, most often no one tells the professional what to do or how to do it; their actions are discretionary. Think of a leader on patrol in Iraq or Afghanistan, or a senior leader in the Pentagon. How many times in the course of a day will they make a highly discretionary judgment, one not announced by a formula or computer, rather drawn primarily from their years of accumulated knowledge and experience? That is the practice of the military professional’s art, many times a day, followed up by actions to implement their decisions. Second, most all of these repetitive discretionary judgments have a high degree of moral content, where decisions will directly and rather immediately impact on the life of another human being, whether subordinate Soldier and family, the enemy, or an innocent on the battlefield. Such judgments must therefore be rendered by Army professionals of well developed moral character and with the ability to reason in moral frameworks. Such was the case in the battle of Wanat, July 2008 in Afghanistan, where leaders at multiple levels of command from infantry company upward each made discretionary judgments as to how best to use available resources to establish a new combat outpost in the Korengal Valley. Ultimately the final review of this battle established that these leaders, despite the loss of seven Army Soldiers KIA and twenty-seven WIA while successfully repelling an enemy attempt to overrun the outpost, each had made judgments that were reasonable and prudent based on what they knew at the time. While the loss of Army Soldiers forever remains a tragedy, the senior reviewer’s conclusion as to what caused them is instructive for our understanding of the Profession of Arms and the moral discretion that Army leaders must exercise: It is critical that we not mechanically equate U. S. casualties with professional error or misconduct. In war battle is the mechanism by which we defeat the enemy. In battle, casualties are inevitable. Regrettably they are often the price of victory. Thus in a stark and poignant example we see that one critical aspect of professions is the significant autonomy that they are granted to do their work. Unlike many businesses and most government occupations, the Army as a profession is not highly regulated in its internal jurisdictions by the society it serves. No one tells the Army what to write in its doctrinal manuals (its expert knowledge), Army leaders have wide discretion in setting policies to educate and train its soldiers with that knowledge, and commanders in the field execute their operations with equally wide discretionary authority. The nature of war establishes this tenet of the Profession of Arms, and the more so now under the necessity to pursue decentralized counter-insurgency campaigns. As a result of the Army’s operational successes and transparent attempts as a profession to learn from its failures, the Army is currently highly trusted as compared to other public institutions. But there have been times in the past when the Army lost autonomy and some legitimacy with the American people when it failed to abide by and to self-police an Ethic approved by the client (e. g. , Aberdeen training scandal in the 1980s, Abu Ghraib more recently). In each case, for a time the Army became somewhat externally regulated, and lost some of the autonomy necessary to maintain its status as a profession. In summary, for professions the coin of the realm is trust, â€Å"may the client believe in us. † We will return to this critical discussion of trust in the last section of this White Paper. Section 2. 5 The Unique Role of Strategic Leaders of a Military Profession As introduced earlier, the continuous challenge for the strategic leaders of the Army, at least since the latter decades of the 19th century when the Army was professionalized, has been to keep its two internal natures of profession and government occupation organized as a hierarchical bureaucracy in proper balance, with profession predominant in all areas except those very few that are intrinsic to any large organization, such as the repetitive tasks of administration and some logistics. In today’s volunteer Army, and particularly within the commissioned and noncommissioned ranks, citizens volunteer with the intention and expectation of becoming professionals and being able to do their work in the physical environment and organizational culture of a profession–one that facilitates their individual development and then grants them significant autonomy to organize and execute their own work. The leadership challenge lies in the fact that Army leaders below the ranks of sergeant major, colonel, and general officer have insufficient authority and responsibility to deflect the institution away from any bureaucratic tendencies and to focus keenly on authentic professional practice. One prime example is the control such uniformed strategic leaders have over the personnel development, evaluation and certification, and assignment and utilization processes that will either motivate or de-motivate aspiring professionals and leaders as they progress through a career of service. Many of these systems may now be out of balance after nine years of continuous war, making the current challenge for Army strategic leaders palpable. At times it has been difficult for the Army’s strategic leaders to ensure that the profession had a correct balance between its internal developmental jurisdictions and its external operating jurisdictions. In such cases it did not have the right expert knowledge embedded in its professionals to practice when and where the client deemed appropriate. For example, after the fall of Baghdad in March of 2003, it became apparent that the Army fell somewhat short in maintaining this balance, including its obligations to junior members of the profession who were asked to fight a counterinsurgency campaign without the expert knowledge and the materiel support requisite to effectively doing so. To the credit of the heroic and highly adaptive leaders within the Army, and an example of the Army’s ability to recreate its own expertise, that situation was rectified in less than three years and new doctrine and practices were developed to affect the counter-insurgency campaigns from 2006 to today. As mentioned in the foreword, however, our task now as we transition form a decade of counterinsurgency operations is to restore balance in the Army capabilities along the full spectrum of anticipated operations. As this example demonstrates, the role of strategic leaders is more than critical as the Army simply cannot be a Profession of Arms unless they lead it to be one. Captains and Majors and the non-commissioned officer corps can make their own part of the Army more professional, but they do not control the levers of the major developmental systems within the Army. Further, the American people also care about this necessary balance. They want an expert, effective Army for the security of the Nation, one in which their sons and daughters can develop and mature through their service. They want the Army to be a self-policing, professional meritocracy wherein Soldiers and leaders are advanced solely as earned by their individual merits of competence and character. This leads us into discussions of Army culture and, at its core, the Army Ethic. These topics are the focus of the next sections of this paper. Section 3: Army Culture, and Influences on the Profession This section explains the nature and importance of US Army organizational culture, in terms of its influence on professional behavior. It describes the distinctive culture of the Army and explains why it takes this form. It shows how the interaction and â€Å"creative tension† between different dimensions of culture generally leads to adaptive, reliable and resilient behavioral styles and forms of organization. The section closes with a brief discussion of contemporary tensions within the culture that demand resolution. Section 3. 1 The Concept of Organizational Culture Organizational culture is a system of shared meaning held by organizational members†. Institutions – organizations that endure – have distinct and stable cultures that shape their behavior, even though they comprise many, ever-changing individuals. An organization’s culture generally reflects what it found (and perhaps still finds) to be functional in times of strong need. Military organizations are state instruments for the exercise of legitimised violence, and Soldiers are trained in the use of arms and bear arms as part of their routine duties. Because they have this distinct purpose, military organizations tend to develop deeply-held assumptions about what is appropriate and what is not. Culture goes beyond style into the spirit and soul of the body corporate. As with personality and character, culture is usually hard to describe, especially to people whose association with the organization is superficial. And it is even harder to measure. It is, in short, the â€Å"glue† that makes the Army, and its units and commands distinctive sources of identity and experience; it is essentially â€Å"how we do things around here. † Closely associated with an organization’s culture is its climate. In contrast to culture, which is more deeply embedded, organizational climate refers to Soldiers’ feelings and attitudes as they interact within the culture. A â€Å"zero defect† culture, for example, can create a climate where Soldiers feel they are not trusted and create attitudes where transparency and open dialog are not encouraged. Climate is often driven by tangible spects of the culture that reflect the organization’s value system, such as rewards and punishments, communications flow, operations tempo, and qua lity of leadership, which determine individual and team perceptions about the quality of the organization and their role within it. It is essentially â€Å"how we feel about this organization. † Unlike the more deeply embedded culture, climate is often considered to be alterable in the near term (e. g. , replace a toxic leader). Army culture has adapted over the 235 years of its history so, while it has many features in common with other western armies, it derives from experience in and of the American way of war. The Army has developed certain patterned ways of doing things according to its distinct jurisdiction and operational environment. What worked, especially in times of crisis, has become a set of rules – or rather, two sets of rules, one explicit and conscious, and the other implicit and unconscious – that are subsequently passed to new members. There are many ways, formal and informal, of passing on these â€Å"rules† to new members. The most obv ious is training, but organizational symbols, rituals, and social modelling of others’ behavior all play a part. Even though, with time, the assumptions on which these rules were/are based tend to drop out of people’s consciousness, yet their influence continues to be felt. Most Army people don’t ask, for example, why they are required to drill on parade grounds and to salute: they just accept both activities. But both drilling and saluting drive home powerful subliminal messages (as well as having functional rationale). Similarly, while the Seven Army Values that are one expression of the Army Ethic are articulated in artifacts such as value cards and posters, the values are felt at a more visceral level. The words express what is already in peoples hearts. Because of this they have quickly become accepted and unquestioned. In the same way, the Army’s belief in the importance of marksmanship, as reflected in marksmanship badges or, in the case of infantry, in the expert infantryman badge, reinforces assumptions that essentially go unchallenged: not just because they are marked by badges, but because marksmanship and infantry expertise are patently activities which the Army has consistently found to be highly functional over time. And although distinct sub-cultures also form in a variety of groups, such as the Army’s branches, e. g. , Infantry, Engineers, Artillery Armor, etc. , as each applies its unique expertise to its tasks with all converging in the operations of the Army, these sub-cultures usually share a general set of beliefs and assumptions about how things should be done. These are often manifested in icons, heroes, stories, and rituals that promote bonding among Soldiers. Stated again, culture is the glue that gives the Army and its units and commands distinctive sources of identity and codes of behavior by being the essential description and prescription of â€Å"how we do things around here†. While we would expect the perception of â€Å"what works† to change as circumstances change, the reaction to new circumstances is not always rational. A skill such as marksmanship is one of the eternal verities in the way that the Army does things, but the same is not necessarily true of all of its key functions. For example, the basic assumptions underlying the Cold War Army through to the mid-1990s resulted in a policy of equipping and preparing only to fight the â€Å"big war† in Europe. This was based on the assumptions such as national mobilization, host nation support, engagement with other coalition forces, the centrality of the Army division, and a belief in the power of technological superiority. So strong were these assumptions that they persisted even after being challenged in almost a decade of small, irregular conflicts in Somalia, Kosovo and Haiti in the 1990s and in the early years of post-9/11 engagement in Iraq and Afghanistan, as combat operations were increasingly occurring â€Å"among the people†. If a basic assumption comes to be strongly held within an institution, members will find behavior based on any other premise difficult to contemplate, even in the face of obvious difficulties. This will be all the more likely if career advancement depends on conforming to prevailing career paradigms, and if â€Å"mavericks† who challenge such paradigms are sidelined or sanctioned. But competition between operating paradigms can also lead to constructive tensions that make the Army culture dynamic and the institution responsive. Without such competition, there would often be no progress. Moreover, we would not expect sweeping change as the result of the acceptance of the new paradigm. This is not so much because military institutions are inherently conservative, but because there are certain consistencies between different ways of war, such as the premium given to mission accomplishment, persistence in the face of adversity, caring for one’s own, etc, all of which result in a degree of continuity of practice. In cultural terms, an important overall result is a deeply embedded warrior code that demands that all those bearing arms be capable of using them responsibly. Thus, even in the face of a far-from-perfect operating paradigm, the Army will manage to perform credibly, if not always optimally. Ironically, it is its very ability to do this that can delay the crunch time of facing up to the need for cultural change. And the contemporary Army can no longer afford years of delay before it accepts operational realities that persistently challenge the prevailing paradigms. In terms of current and near-future contexts, there is a crucial need for Army leaders to lift their performance in terms of recognizing and reacting to compelling signals for cultural change and leading the reshaping of Army culture. Concern about â€Å"hybrid threats† – the diverse and dynamic combinations of regular and irregular forces, both conventional and unconventional, as well as criminal elements – dominate current thinking about future armed conflict. The proper question is not whether the Army culture (or that of the armed forces in general) will change, but rather how and how quickly Army leaders should manage such a change. In the contemporary era, understanding the way that institutional culture shapes professional behavior is an essential senior leader competence. Self-awareness at the institutional level is as important as is self-awareness at the personal level. What cannot be understood cannot be changed. Section 3. 2 – Levels of Army Culture To understand the Army’s culture also requires an understanding that there are three levels within the Army’s culture. At the surface is the level of artifacts, which includes all the tangible phenomena that one sees, hears, and feels when operating in an Army unit. Artifacts include the visible products of the group, such as the architecture of its physical environment; its language, its technology and equipment; its symbols and artistic creations; its style, as embodied in uniforms, manners of address, and emotional displays; the myths and stories told about the organization; its published list of values; its observable rituals and ceremonies; and so on. Chain of command pictures in a unit’s ready room, for example, are artifacts reminding all viewers of the hierarchy of authority and responsibility that exists within the Army. The second level of the Army’s culture includes espoused beliefs and values- what the Army says is important. Beliefs and values at this conscious level will predict much of the behavior and tangible material that can be observed at the artifact level. For example the Seven Army Values that makes up one representation of the core of the Army Ethic manifests at the artifact level in values cards and posters . Further, the Army’s beliefs in the importance of marksmanship as reflected in marksmanship badges, or infantry expertise as reflected in the expert infantryman’s badge. At this second level of culture, if leaders allow disconnects between word and deed, gaps can be created between espoused values, and values in use- when Soldiers or leaders do not â€Å"walk the talk† in line with espoused Army beliefs and values. This creates confusion across the ranks and leads to dysfunctional and demoralizing behavior. For example, if the Army espouses the importance of Soldier and leader education and professional development but does not invest in it adequately, then Soldiers vote with their feet, depriving the Army of years of accumulated experience and exacerbating recruiting demands. However, if the beliefs and values are reasonably congruent with the Army’s deeper underlying assumptions, then the articulation of those values into a philosophy of operating (â€Å"how we do thing around here†) can be a powerful source to help create cohesion, unity of effort, and identity. Finally at the third, deepest level of culture are basic underlying assumptions. When a solution to a problem confronting the organization works repeatedly, it comes to be taken for granted. What was once a hypothesis, supported only by a hunch or a value, gradually comes to be treated as reality over time. Assumptions such as â€Å"Soldiers should be physically and mentally fit† become so assumed they are rarely ever discussed – only how can we make them fitter is a point of discussion. As should now be clear, one purpose of this White Paper, as the Army is in transition adapting to the new underlying assumptions associated with Operational Adaptability, is to foster a review of Army culture to ensure it is adapted appropriately and consistently at all three levels- artifacts, values and beliefs, and the basic underlying assumptions. Thus the necessity exists to understand and to include Army culture in our discussion. Section 3. 3 Army Culture and its Functional Utility The Army is not an easy entity to read. That said, we can identify three major cultural dimensions, derived from underlying assumptions about the way that an army should organize itself and its performance that clearly apply to the US Army. First, the behavior of Soldiers at all levels is guided by a strong sense of Professionalism. It is characterized by an ethos of striving for excellence, both in respect to the relevant functional specialty (e. g. infantry, transport, communications, aviation, e tc. ) and on developing combined-arms war fighting competencies.. This sense of professionalism also derives from members’ identification of goals and ideals of their service, and their adherence to the ethic of â€Å"service before self†and â€Å"duty first†. Second, the institution has a strong sense of Community, or Corporateness, a cohesion that develops as a result of belonging to the â€Å"professional family† and shared mission, purpose, and sacrifice. This is manifested in a strong sense of tribalism and clannishness, such as the â€Å"band of brothers† ethos. Third, the Army has a strong tendency towards Hierarchy, based on the logic f explicit and implicit authority distinctions in professional and social relationships. Although these three core dimensions have evolved over time for sound functional reasons, we should not necessarily expect perfect alignment or consistency between them. In fact, the dimensions exist in a pattern of creati ve tension, the outcome of which is usually effective organizational behavior. For example, because of their role of exercising legitimized violence, military organizations are invariably hierarchical, disciplined, rule-driven and conservative; given the destructive resources at their disposal, it would be irresponsible of them to be otherwise. A hierarchical ‘chain of command’ style of management communication allows leaders to exert close control over tasking and resource allocation, and the discipline that exists within units and the adherence of subordinate commanders to rules and standard operating procedures, within defined limits of discretion, makes the organization as a whole reliable and predictable. In some government occupations, this would result in the organizational form known as Machine Bureaucracy in which personal discretion of staff is neither needed nor wanted, and behavior is guided by strict adherence to elaborate rules and regulations. But in the Army and its supporting organizations there exist countervailing forces that militate against such a tendency. Military organizations indeed tend to be at some level bureaucratic, but preferably in the much more constructive form known as Professional Bureaucracy. The orientation of a professional bureaucracy is standardization of effective outcomes in an unstructured and uncertain environment. Professional bureaucracies rely for control on the specialist and discretionary expertise of highly-educated professionals, and their exercise of discretion is not only important but is demanded. Equally, hierarchy in the professional bureaucracy not only leads to organization and control of work activities but, just as importantly, provides its members with moral and contextual frames of reference. Procedures and hierarchy are as much about how and why the individual’s job fits into the overall mission as they are about doing things â€Å"by the book†. The hierarchical structure thus serves as a road-map to enhance each member’s understanding of where their contribution relates to that of others. The Army’s strong culture of Community also serves to alleviate any tendency towards behavior that is guided by rule-bound bureaucracy, and unthinking or automatic obedience. To begin with, the Army’s sense of Community acts to broaden its members’ sense of local identity by â€Å"developing the ‘I’ into the ‘we’†. This is the well-spring for cooperation and 360-degree loyalty and service derived from professional networks of â€Å"organized reciprocity and solidarity† and the basis of â€Å"swift trust†. These networks and the values on which they are based implicitly encourage members at all levels to exert themselves for the benefit of those in other sub-units and units, and to put the institution’s interests ahead of their own. This sense of Community is at the root of a commitment to provide an internal service that, in the absence of a profit motive, might bring no tangible benefit to the provider. It encourages Soldiers to trust their commanders, helps Soldiers’ families to trust the system and to feel part of the wider service community even when Soldiers are away on deployment. And, as noted by military historian John Keegan, the Army’s strong sense of Community is a disincentive for self-serving behavior, since self-serving opportunism erodes a Soldier’s standing in the network and hence his/her access to the benefits of cooperative action from others. The common values and modes of thought and language that derive from a strong sense of Army Community also helps in quickly and efficiently communicating command intentions and a host of other forms of networked behavior. Similarly, the social networks that are developed over a professional career again assist professionals in different parts of the Army to connect and communicate with fellow professionals elsewhere in the organization. Military sociologist Morris Janowitz called this feature â€Å"greasing the skids†, by which he meant making â€Å"the formal system work by means of the informal network of personal trust which binds the armed forces into a social organization†. This, he said, â€Å"infuses a basic ingredient of vitality† into an often massive organization. We have seen that sophisticated management of a strong culture is a vital ingredient in combat power. Almost as importantly, however, such management also creates intrinsic incentives for continued service of mid-career professionals, at the career/life stage when family pressures are increasing and the gap between potential earnings in the corporate sector (after the end of this recession) and in the military continue to widen. In summary, the interaction between various complex dimensions of culture creates a situation where the whole is greater than the sum of the parts. In this sense, a strong and sophisticated culture is a vital ingredient of combat power. Note that this is just as valid for the Generating Force as it is for the Operating Force. And the fulcrum is Professionalism, in the sense of both high performance standards and a strong sense of duty and service-before-self. That is to say: the stronger the Professional Ethic, the greater the leverage derived from the Army’s culture. Section 5 Conclusion Like other professions such as medicine and law, the military also requires that its actions are in service to and in accordance with the moral good they provide. For the Army, this is the defense of the rights to life and political autonomy of the people of the United States, and the viability of their government. Therefore, the Army must produce leaders that can turn their education and moral understanding into an organizational culture that supports the Army’s status and actions as a profession. The Nation grants jurisdiction and legitimacy to the Army as a profession because it trusts the Army to work with competence and character in the following jurisdictions: Major Combat Operations, Stability Operations, Strategic Deterrence, and Homeland Security. The Army’s enforcement, within its culture, of a professional Ethic that enables it to perform this duty with the moral values America endorses, protects and enhances our trust relationship with the American People. Let the dialogue begin: How will the Army best do this duty? James H. Toner, True Faith and Allegiance: The Burden Of Military Ethics (Lexington: The University Press of Kentucky, 1995): 22-23. See Les Brownlee and Peter Schoomaker, â€Å"Serving a Nation at War,† Parameters 34 (Summer 2004): 4-23. See Eliot Friedson, Professionalism The Third Logic: On the Practice of Knowledge (Chicago: University of Chicago Press, 2001). It is also the case that the Army internally has several â€Å"enterprises† that manage Army-level systems, e. g. , material acquisition, etc. , on a not-for-profit basis using techniques sometimes adapted from businesses. Such enterprises do have many Army professionals serving within them, but beyond that they tend to be bureaucratic in their structure and operations, operating on annual budget cycles and following highly centralized and standardized management processes and procedures. See, Allan R. Millett and Peter Maslowski, For the Common Defense: A Military History of the United States of America, Revised and Expanded ( NY: Free Press, 1994): 5. Huntington, Soldier and State, 16. For an excellent discussion of the negative impact of that issue on the Army Officer Corps, see Mark Lewis, â€Å"Army Transformation and the Junior Officer Exodus,† Armed Forces and Society, Vol. 31, No. 1 (Fall 2004): 63-74. TRADOC/ARCIC Study of Army Culture, 2008. See T. O Jacobs and Michael G. Sanders, â€Å"Principles for Building the Profession: The SOF Experience,† Chapter 20 in Snider and Matthews (eds. ), The Future of the Army Profession, 2d Edition (NY: McGraw-Hill, 2005): 441-462. For major recent works on professions see, Andrew Abbott, The Theory of Professions (Chicago: University of Chicago Press, 1998) and, Eliot Freidson, Professionalism Reborn: Theory, Prophecy and Policy (Chicago: University of Chicago Press, 1994). David Segal and Karen DeAngelis, â€Å"Changing Conceptions of the Military Professions†, chapter 10 in Suzanne C. Nielsen and Don M. Snider (eds. , American Civil-Military Relations: The Soldier and the State in a New Era (Johns Hopkins University Press, 2009): 194-212. For an explanation of the three main trust relationships of the Army as a profession of arms, see: Don M. Snider, Dissent and the Strategic Leadership of Military Professions (Carlisle, PA: U. S. Army War College, Strategic Studies Institute, 2008). See James Burk, Expertise, Jurisdiction and Legitimacy, chapter 2 in Don M. Snider and Lloyd J. Matthews (eds. ), The Future of the Army Profession, 2d Edition: 39-60. See, Richard Lacquement, â€Å"Mapping Army Expert Knowledge and Clarifying Jurisdictions of Practice,† chapter 9 in The Future of the Army Profession, 2d Edition: 213-236. Joint Publication 3. 0 Operations (pub data) See Don M. Snider, â€Å"The Army as Profession,† chapter 1 in The Future of the Army Profession, 2d Edition: 1-38. This conclusion was reached in a research project on the Army as profession in 2002; it is doubtful that it is invalid after nine years of war in which the Army had to rely more on its human than its technological capabilities. See Don M. Snider and Gail Watkins, â€Å"Project Conclusions,† chapter 25 in: The Future of the Army Profession, 1st Edition): 537-547. This widely acknowledged conclusion is more often given lip service that action; the Army’s human development systems remain in the industrial age, almost totally inadequate to the present and future needs of the profession. See the monograph series: Toward a US Army Officer Corps Strategy for Success by Casey Wardynski, David S. Lyle and Michael J Colarusso (Carlisle, PA: U. S. Army War College, Strategic Studies Institute, 2009-2010). See Don M. Snider, et. al, â€Å"The Multiple Identities of the Professional Army Officer,† chapter 6 in The Future of the Army Profession, 2d Edition: 143. This quotation is taken from a May 13, 2010 memorandum from General Charles Campbell to the Director of the Army Staff, LTC David Huntoon, subject, â€Å"Army Action on the Re-Investigation into the Combat Action at Wanat Village, Wygal District, Nuristan Province, Afghanistan on 13 July 2008, available at ( pub data). Cite poll data From the outset, the American military differed from other traditional professions in always being practiced in a bureaucratic setting, in being composed of people who in many cases did not have a lifelong commitment to their occupation, in having its autonomy constrained by respo nsibility to extra-professional (state) authority, and to explicitly being politically neutral. † Segal and DeAngelis, op. cit. See Leonard Wong and Don M. Snider, â€Å"Strategic Leadership of the Army Profession,† Chapter 28 in The Future of the Army Profession, 2d Edition: 601-624. A. L. Kroeber and C. Kluckhorn, Culture: A Critical Review of Concepts and Definitions (NY, 1952); Edgar Schein, Sense and nonsense about culture and climate, in Handbook of Organizational Culture and Climate, ed. Neal M. Ashkanasy, Celeste P. M. Wilderom and Mark F. Peterson (Thousand Oaks, CA: Sage Publications, 2000), xxiii-xxx.. Joseph L. Soeters, in Handbook of Organizational Culture and Climate, ed. Neal M. Ashkanasy, Celeste P. M. Wilderom and Mark F. Peterson (Thousand Oaks, CA: Sage Publications, 2000), 465-483; and Benjamin Schneider, David Bowen, Mark Ehrhart and Karen Holcombe, The climate for service: evolution of a construct, in Ashkanasy, Wilderom Peterson, op cit, 21-36. It is not surprising that the construct of ‘culture’ is still so fuzzy, given its stage of development. The concept of ‘personality’ is still somewhat fragmented, with a number of major competing paradigms – and this is a field of study that is more than a century old. In contrast, ‘organisational culture’ has been seriously studied in an academic sense, for less than three decades. Snider, Don M. 1999. â€Å"An Uninformed Debate on Military Culture. † Orbis 43(1): 11-16. HQ, TRADOC. 2009. Seeking Balance: US Army Culture and Professionalism in the 21st Century. Carl Builder, The Masks of War: American Military Styles in Strategy and Analysis (Rand Publications, 1989) 86-91. Snider, Don M. 1999. An Uninformed Debate on Military Culture.? Orbis 43(1): 11-16. Rupert Smith, The Utility of Force: The Art of War in the Modern World (New York: Alfred A. Knopf, 2007), 6. Morris Janowitz, The Professional Soldier: A Social and Political Portrait (Glencoe, IL: The Free Press, 1960). Michael Ignatieff, The Warrior’s Honor: Ethnic War and the Modern Conscience (London: Chatto Windus, 1998). Reference Capstone Doctrine. Nick Jans, with David Schmidtchen, The real C-cubed: Culture, careers and climate and how they affect military capability, Canberra Papers on Strategy and Defence No 143: Strategic Defence Studies Centre, Australian National University: 2002. Henry Mintzberg, The Structuring of Organizations (Englewood Cliffs, NJ: Prentice Hall, 1979); Henry Mintzberg, Managing government, governing management, Harvard Business Review, 74, 3 (1996) 75-83. The landmark study in this field, of regional economic performance in Italy, found over a 20-year period that social capital in ach region was a crucial factor in explaining differences in wealth creation, business innovation, entrepreneurship, and government performance. See Robert D. Putnam, Making Democracy Work: Civic Traditions in Modern Italy (Princeton: Princeton University Press, 1993). John Keegan , A History of Warfare (London, 1993), xv. Morris Janowitz, The Professional Soldier, op cit, xvi-xvii. Reference TRADOC Study HQ, TRADOC. 2009. Seeking Balance: US Army Culture and Professionalism in the 21st Century. This list is, of course, not comprehensive. There are multiple sources of basic assumptions that inform culture and it is not possible to consider them all here. Rupert Smith, The Utility of Force: The Art of War in the Modern World (New York: Alfred A. Knopf, 2007), 6. For the purposes of this paper, I will use the word â€Å"soldier† to refer generically to any member of the military. I will capitalize â€Å"Soldiers,† â€Å"Marines,† â€Å"Sailors,† and â€Å"Airmen† when referring specifically to members of the Army, Marine Corps, Navy, and Air Force. George Will cite †¦ COL Tony Pfaff, â€Å"Resolving the Ethical Challenges of Irregular Warfare† (Carlisle, PA: Strategic Studies Institute, 2010). need footnote on terminology †¦ Rupert Smith, The Utility of Force: The Art of War in the Modern World (New York: Alfred A. Knopf, 2007). Underwood, B. , Case, C. , and Hannah, S. Owning Our Army Ethic†, Military Review, 2010. A definition of human rights is contentious. To avoid controversy, the human rights in this paper are â€Å"thinly† conceived. This means the rights that matt er most in military operations are a small set of basic human rights consisting of the rights against torture, rape, unjustified killing, arbitrary imprisonment, access to basic subsistence, and personal liberty. This conception of human rights is both consistent with the founding of the United States and defensible as objective moral goods which serve as a founding source of the Army Ethic. In order to establish a moral basis for the Army Ethic we need to examine the good the Army provides. Field Manual 1 states the Army is the defender of â€Å"our way life. † However, achieving objectives or defending a â€Å"way of life,† are goals that many organizations could adopt as their purpose. Drug cartels, the mafia, or Al Qaeda, could easily make the same factual claim. They too are defending their ways of life. Another view of the Army’s purpose is that it provides for a â€Å"common defense. † Again, other organizations that practice collective violence can make the factual claim

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