The Cultural Anchoring Of Leadership Styles

With globalisation and related intensification of trade and commerce effective leadership has become indispensable in the business world. Where traditionally the business leader took the role of commanding â€Å"the troops† towards effectiveness and efficiency this has changed dramatically over the last decades. The service industry rise, knowledge management trends, increased workforce diversity combined with international trading and global sourcing of talent, has considerably reshaped the role of the leader in the contemporary organisation.Numerous firms are in global alliances depending upon flexibility/adaptability to local markets, requiring their managers to possess appropriate leadership styles to cope effectively with different value systems and cultures (Fahy, 2002; Coviello et al. , 1998). 2Arguably, the flattening of hierarchical structures has also contributed to this reshaping process as traditional sources of authority, upon which leaders have built on for years , have been diminished.Combined with the rise of new trading powers such as the â€Å"Asian Dragon†, business leaders, especially in international MNEs do not only face domestic multiculturalism and diversity but are also increasingly expatriated. Consequently completely new cultural pitfalls and challenges are faced requiring understanding of cultural values as well as quick cultural adaptation to transfer domestic leadership abilities into foreign markets. Combined with steadily rising competitive pressures, the contemporary business leader in a role not easily filled.Despite leadership being a universal concept (Bass, 1990), with most literature anchored in the (individualistically oriented) US, it has been questioned to what extend western leadership styles are cross-culturally transferable (Dorfman, 2003). Resultantly, debate has sparked over how far leadership is culturally contingent, if universal leadership qualities and tactics exist and what the explanatory variable s are (Scandura & Dorfman, 2004).This assignment aims at contributing towards this debate by exploring leadership disparity and possible congruence between the UK and Japan using academic measurement of national culture; Hofstede’s framework respectively. The next section will give an overview over the concept of leadership followed by an in-depth cultural comparison and concluding section. 4The term leadership incorporates some elements of controversy over its meaning and practices. Different cultural gist or terminology or in cross-cultural contexts makes a universal definition difficult (Yukl, 2002).This seems unsurprising as the understandings and expectations of authority roles differ between cultures. Nevertheless, despite cultural differences the majority of leadership definitions reflect some basic elements these manly being â€Å"group†, â€Å"influence† and â€Å"goal† (Bryman, 1992). Keeping this in mind, leadership can be seen as the â€Å"pr ocess of influencing others towards achieving some kind of desired outcome. † (De Jong & Den Hartog, 2007, p. 44) or bluntly spoken â€Å"leadership is the ability to get [people] to do what they don’t like to do and like it†Whilst this is a very basic attempt of a definition it allows for easier application in a cross-cultural context and highlights an important point: In order to lead one needs followers (Drucker, 2007). It is here where the inseparable link to power emerges whereby the power of leaders is largely dependent upon the perception of others (Hollander & Julian, 1969; Maurer & Lord, 1991; Pfeffer, 1977) but nevertheless forms the basis of leadership authority.It appears that only effective use of this power, combined with â€Å"leading by example† (Pfeffer, 1981) will result in positive and proactive guidance fostering creativity, innovation, commitment and long term organisational development. 6However, this is questionable and it seems that far too often in academic literature the terms â€Å"manager† and â€Å"leader† are merged giving a blurred picture of what each role actually entails. Readers should be reminded that leaders, unlike managers, do not have to rely on forms of power to influence subordinates, often actually relinquishing formal authoritarian control.This is due to the idea that to lead is to have followers, and following is always a voluntary activity. Nevertheless, it can be argued that even leaders need some foundation of authority; may it only be their charisma (Weber, 1968). This has been manifested in the participative, charismatic or transformative styles of leadership (Den Hartog & Koopman, 2001) as oppose to the transactional style more related to operational, task focused managers.Especially in western economies with predominant service industries, innovation and knowledge management, the former have been the focal point in recent years as autocratic leadership styles do no lon ger seem sufficient to extract the full potential of an increasingly knowledgeable, highly skilled and demanding workforce. Such, arguably â€Å"softer† approaches fostering employee involvement and participation have nevertheless been proven to result in increased organisational performance (Bass, 1996; 1997; House & Shamir, 1993) and are arguably more â€Å"ideal† forms of organisational leadership (Bass & Avolio, 1989).This might be applicable to western societies yet a cross-cultural generalisation might be prejudiced and the influence of personal values and cultural influences upon leadership styles should not be ignored (Byrne & Bradley, 2007). Rather, culture, an essential component of which is personal values (Kroeber, 1952; Kluckhohm, 1949), is to be seen at a centre stage when analysing leadership differences (George et al. , 1998; Nakata & Sivakumar, 1996; Steenkamp et al. , 1999; Cadogan et al. 2001), as t is â€Å"the collective programming of the mind wh ich distinguishes the members of one group or category of people from another† (Hofstede, 1980, p.260) and shape leadership preferences.Culture hereby should not be limited to national culture but has to be extended to incorporating organisational as well as political culture (Schein, 1985), the latter two arguably being extensively shaped by the former. Democratic or authoritarian political systems, national values regarding sex differences and ethical behaviour as well as organisational attitudes towards factors such as centralisation and work attitude, undoubtedly influence leadership styles.Not only will such factors shape leadership approaches, but with regard to cultural differences these will often even stand in conflict to each other. Consequently domestically implemented leadership approaches might not be applicable in other cultural settings and render ineffective in maintaining firm sustained competitive advantage and superior international performance (Kimber, 1997 ; Jackson and Aycan, 2001; Pfeffer, 2002).The next section will investigate the effect of cultural values upon leadership styles in detail using the U and Japan as examples. 9British leadership style has often been described as more casual in nature fostering teamwork and seeking group consensus (Lewis, 2001). As such, a more participative leadership style is predominant reflecting flatter hierarchical structures in UK organisations. So, hierarchical structures not primarily seem as means to establish authority structures (Laurent, 1983) but more as core administrative frameworks.This according to Hofstede (2001), is a reflection of the UK’s low association to Power Distance. Essentially, subordinates do not attribute much to position and title and leaders must â€Å"embody a collective will and take personal responsibility for it while continuing to communicate and co-operate with the team† (Mole, 1990, p. 105). Unsurprisingly, networking capability and people managem ent skills are highly valued in the UK (Stewart et al. 1994) as leadership qualities.Nevertheless, this (collectivist) team and people orientation is mainly seem as a path towards achieving organisational targets and innovation assuring individuals in team settings aggregate knowledge that has strategic relevance to the organisation (Miller &Morris, 1999). As such transformational leadership attitudes (Burns, 1978) can be seen where leaders are to create conditions under which subordinates devotedly contribute to the organisation yet this is done primarily through a strategic lens. (McCarthy, 2005).Nevertheless, the Anglo-Saxon system of shareholder satisfaction drives leaders towards task orientation often combined with a short-term outlook. As such quick, short-term organisational (financial) success is often more valued than long-term organisational success and relationship building, reflecting according to Hofstede, a culture of highly short term orientation and low uncertainty avoidance. Essentially, risks are seen as part of daily business practice and leadership approaches reflect that subordinates are given opportunity to implement potentially rewarding, but high risk, strategies.This shows that, despite team orientation and a one might say more relaxed, friendly and diplomatic leadership style, the British cannot deny their American leadership style influence, fostering structured individualism, speed and drive (Lewis, 2001). Falsely, m any authors seem to ignore this connection, even so influences of hire and fire mentality and the creating of specialist roles underlining a core individualistic attitude are undeniable reflecting British national, and interlinked to that, legal and organisational culture.Such individualistic attitude constantly resurfaces in leadership styles often portrayed through individual target setting, remuneration practices and shorter employment contracts. Employees do not look for lifetime employment and a steady career in o ne company resultantly British leaders are more reluctant to invest heavily in the training and education of subordinates (Schneider & Littrell, 2003). This continues to the often actively sought after and purposely created assertive and competitive environment amongst colleagues or departments reflecting a relatively high masculine attitude as Hofstede’s culture scale clearly outlines.While these attributes sketch general aspects of British leadership, styles will vary between organisations, industries and individuals. Service- or R&D intensive industries for example, will follow a more Theory Y (McGregor, 1960) approach fostering employee involvement and empowerment. Leadership on traditional manufacturing industries on the other hand due to their reliance on productivity and output combined with an often repetitive working atmosphere, might take a more Theory X attitude.In contrast to the UK, Japanese leadership, like many Asian countries, is grounded in Confucian principl es (Redding, 1990; Tan, 1986) and despite rising western influences, strong Confucian traits believing in moral, interpersonal relationships/loyalties, education and hard work still lurk beneath the surface (Lewis, 2001). Especially â€Å"taking the family as a model for society at large, Confucianism is basically authoritarian and stresses hierarchical and status differences† (Selmer, 2001, p.8).As such, through its vertically orientated hierarchies and rigid organisation (Chen, 1995) one would expect Japan to score higher than the UK in Hofstede’s power distance index, and so indeed it does. This offers leaders with traditional and legitimate power bases however, surprisingly not resulting in autocratic leadership styles as one would expect, but far more the association of assertiveness-authority and reason tactics (Schmidt & Yeh, 1992).As such, Japanese leadership style rewards subordinate respect and obedience with highly paternalistic attitudes, expressed by mendo u: â€Å"I think about your, I will take care of you† (Dorfman et al. 1997). Consequently, the Japanese leadership culture, despite placing emphasising hierarchy and status differences requiring full subordinate obedience, expects helping and caring for followers and being involved in their personal lives (Whitehall & Takezawa, 1968; Bass et al.1979).As a result the most powerful force of the Japanese leader is not autocracy but charisma combined with intrinsic rather than extrinsic (materialistic) reward mechanisms often predominant in the UK: bonuses, on-target-earnings, etc. (Maslow, 1943, 1954). This seems surprising considering the high masculine score, which, from a western perspective would result in autocratic, top down, assertive, tough and focused on material success (Hofstede, 1998) leadership.It is here where Hofstede’s framework seems to only partly explain the Japanese culture and low individualism but high masculinity and power distance stand in conflict with each other. 14Additionally, in such an environment more focus towards ascription rather than achievement would be expected (Trompenaars & Hampden-Turner, 1997, 2000). Nevertheless, the contrary appears in the Japanese context with leaders having to possess superior, often specific, (hard) knowledge supplemented by strong educational backgrounds (Nestler, 2008).Here another disparity to UK leadership emerges, where despite educational background being important for initial work placement, greater focus upon (soft) â€Å"people skills† and strategic directive is desired and ascription of leadership positions remains (Hampden-Turner & Trompenaars, 1994). 15The collectivist principles shape Japanese leadership style dramatically, requiring group consensus and decision-making despite extremely high masculinity and higher power distance.Essentially a â€Å"bottom-up† (ringsho) process of decision-making is chosen (Wu, 2006) with the leader granting independent decision making to the group generally letting subordinates use their own approaches to achieve overall collectivist objectives (Dorfman et al. 1997). This is surprising, as in western societies strong hierarchical structures often result in a â€Å"top-down† leadership approach but can be explained through high uncertainly avoidance collecting input and consensus from all parties involved before decisions are made.Even more so, the concepts of â€Å"wa† (maintaining social relationships) and â€Å"kao† (maintaining â€Å"face†) actually require the involvement of subordinates in the decision making process and the preservation of harmony rendering western leader contingent punishment behaviour inappropriate. It is here where Japanese leadership style diverts extensively from its UK (Anglo-Saxon) counterpart where public scrutinising is part of daily leadership practices reflecting a competitive and individualistic culture driven by short-term financial objective s with high-risk acceptance.Due to the collectivist environment and extensive future planning, Japanese managers on the other hand, do not view themselves as risk takers, despite this characteristic often being attributed to charismatic leaders (Bass, 1985). This is reflected in Japan’s extremely high uncertainty avoidance score and is further supported by strong long-term orientation valuing prevailing face and harmony. Unsurprisingly, life-long employment is desired, supplemented b continued job rotation aimed at developing employees.As a result leaders and subordinates enter into long and close relationships hardly ever interrupted contrasting the UK’s â€Å"burn out† environment fostering high staff turnover. Unlike in the UK, Japanese business leaders look for generalist employees capable of working in multiple levels of the organisation reflecting a society placing less value upon specialists than western cultures. 17Overall, Japanese leaders focus upon co llective (not individual) responsibility (Hayashi, 1988) and group harmony maintenance is usually considered more important than profitability and overall productivity (Bass, 1990).Nevertheless, also Japanese leaders have to drive performance resulting in somewhat of a trade-off situation between performance and collectivist harmony maintenance. According to the performance-maintenance theory (Misumi, 1990), Japanese leaders have to chose between goal achievement and the continuation of the group, preferably combining high levels of both (Misumi, 1995). If this is achieved, such supportive or participative leadership styles (Ouchi, 1981) are said to result in â€Å"higher levels of motivation, delegation of decision-making, commitment, and intrinsic job satisfaction† (Keys and Miller, 1982, p.6). This appears to be in line with the currently preferred leadership style in the UK.However, one should not forget that unlike the Japanese working environment, the UK has been subjec t to great inward as well as outward FDI flows resulting in a blending of many different leadership approaches. As such arguably UK leaders would find it easier to adapt to Japanese principles than Japanese leaders. This is due to the western â€Å"farce† of collectivist team working for individualistic goals and the limited respect paid to status differences.While Hofstede’s framework helps to understand the leadership differences between the two countries if fails to explain some factors. So for examples does high Japanese power distance explain hierarchical structures and respect to superiors but the theoretical assumptions of complete centralisation of power, low emphasis on developing the workforce and autocratic top-down contact initiation (Hofstede, 1991) do not fully reflect the Japanese working environment.On this note one should not forget that Hofstede’s framework is not free of criticism and arguably is outdated, limited in scope of methodology and m easurement (Dorfman and Howell, 1988; Roberts and Boyciligiller, 1984) and only reflects a blend of organisational (IBM) culture and national cultures (Hunt, 1983; Robinson, 1983). As such it is no surprise that other studies such as the GLOBE project have found differing or even contradictory results for similar cultural dimensions. The Cultural Anchoring Of Leadership Styles With globalisation and related intensification of trade and commerce effective leadership has become indispensable in the business world. Where traditionally the business leader took the role of commanding â€Å"the troops† towards effectiveness and efficiency this has changed dramatically over the last decades.The service industry rise, knowledge management trends, increased workforce diversity combined with international trading and global sourcing of talent, has considerably reshaped the role of the leader in the contemporary organisation. Numerous firms are in global alliances depending upon flexibility/adaptability to local markets, requiring their managers to possess appropriate leadership styles to cope effectively with different value systems and cultures (Fahy, 2002; Coviello et al., 1998).Arguably, the flattening of hierarchical structures has also contributed to this reshaping process as traditional sources of authority, upon which leaders have built on for years, h ave been diminished. Combined with the rise of new trading powers such as the â€Å"Asian Dragon†, business leaders, especially in international MNEs do not only face domestic multiculturalism and diversity but are also increasingly expatriated.Consequently completely new cultural pitfalls and challenges are faced requiring understanding of cultural values as well as quick cultural adaptation to transfer domestic leadership abilities into foreign markets. Combined with steadily rising competitive pressures, the contemporary business leader in a role not easily filled.Despite leadership being a universal concept (Bass, 1990), with most literature anchored in the (individualistically oriented) US, it has been questioned to what extend western leadership styles are cross-culturally transferable (Dorfman, 2003). Resultantly, debate has sparked over how far leadership is culturally contingent, if universal leadership qualities and tactics exist and what the explanatory variables a re (Scandura & Dorfman, 2004).This assignment aims at contributing towards this debate by exploring leadership disparity and possible congruence between the UK and Japan using academic measurement of national culture; Hofstede’s framework respectively. The next section will give an overview over the concept of leadership followed by an in-depth cultural comparison and concluding section.The term leadership incorporates some elements of controversy over its meaning and practices. Different cultural gist or terminology or in cross-cultural contexts makes a universal definition difficult (Yukl, 2002). This seems unsurprising as the understandings and expectations of authority roles differ between cultures. Nevertheless, despite cultural differences the majority of leadership definitions reflect some basic elements these manly being â€Å"group†, â€Å"influence† and â€Å"goal† (Bryman, 1992).Keeping this in mind, leadership can be seen as the â€Å"process of influencing others towards achieving some kind of desired outcome.† (De Jong & Den Hartog, 2007, p. 44) or bluntly spoken â€Å"leadership is the ability to get [people] to do what they don’t like to do and like it† (Truman in Sadler, 2003, p. 5).Whilst this is a very basic attempt of a definition it allows for easier application in a cross-cultural context and highlights an important point: In order to lead one needs followers (Drucker, 2007). It is here where the inseparable link to power emerges whereby the power of leaders is largely dependent upon the perception of others (Hollander & Julian, 1969; Maurer & Lord, 1991; Pfeffer, 1977) but nevertheless forms the basis of leadership authority. It appears that only effective use of this power, combined with â€Å"leading by example† (Pfeffer, 1981) will result in positive and proactive guidance fostering creativity, innovation, commitment and long term organisational development.However, this is quest ionable and it seems that far too often in academic literature the terms â€Å"manager† and â€Å"leader† are merged giving a blurred picture of what each role actually entails. Readers should be reminded that leaders, unlike managers, do not have to rely on forms of power to influence subordinates, often actually relinquishing formal authoritarian control. This is due to the idea that to lead is to have followers, and following is always a voluntary activity.Nevertheless, it can be argued that even leaders need some foundation of authority; may it only be their charisma (Weber, 1968). This has been manifested in the participative, charismatic or transformative styles of leadership (Den Hartog & Koopman, 2001) as oppose to the transactional style more related to operational, task focused  managers. Especially in western economies with predominant service industries, innovation and knowledge management, the former have been the focal point in recent years as autocrati c leadership styles do no longer seem sufficient to extract the full potential of an increasingly knowledgeable, highly skilled and demanding workforce.Such, arguably â€Å"softer† approaches fostering employee involvement and participation have nevertheless been proven to result in increased organisational performance (Bass, 1996; 1997; House & Shamir, 1993) and are arguably more â€Å"ideal† forms of organisational leadership (Bass & Avolio, 1989).This might be applicable to western societies yet a cross-cultural generalisation might be prejudiced and the influence of personal values and cultural influences upon leadership styles should not be ignored (Byrne & Bradley, 2007). Rather, culture, an essential component of which is personal values (Kroeber, 1952; Kluckhohm, 1949), is to be seen at a centre stage when analysing leadership differences (George et al., 1998; Nakata & Sivakumar, 1996; Steenkamp et al., 1999; Cadogan et al. 2001), as t is â€Å"the collective programming of the mind which distinguishes the members of one group or category of people from another† (Hofstede, 1980, p. 260) and shape leadership preferences.Culture hereby should not be limited to national culture but has to be extended to incorporating organisational as well as political culture (Schein, 1985), the latter two arguably being extensively shaped by the former. Democratic or authoritarian political systems, national values regarding sex differences and ethical behaviour as well as organisational attitudes towards factors such as centralisation and work attitude, undoubtedly influence leadership styles.Not only will such factors shape leadership approaches, but with regard to cultural differences these will often even stand in conflict to each other. Consequently domestically implemented leadership approaches might not be applicable in other cultural settings and render ineffective in maintaining firm sustained competitive advantage and superior internationa l performance (Kimber, 1997; Jackson and Aycan, 2001; Pfeffer, 2002). The next section will investigate the effect of cultural values upon leadership styles in detail using the U and Japan as examples.British leadership style has often been described as more casual in nature fostering teamwork and seeking group consensus (Lewis, 2001). As such, a more participative leadership style is predominant reflecting flatter hierarchical structures in UK organisations. So, hierarchical structures not primarily seem as means to establish authority structures (Laurent, 1983) but more as core administrative frameworks. This according to Hofstede (2001), is a reflection of the UK’s low association to Power Distance. Essentially, subordinates do not attribute much to position and title and leaders must â€Å"embody a collective will and take personal responsibility for it while continuing to communicate and co-operate with the team† (Mole, 1990, p. 105).Unsurprisingly, networking cap ability and people management skills are highly valued in the UK (Stewart et al. 1994) as leadership qualities. Nevertheless, this (collectivist) team and people orientation is mainly seem as a path towards achieving organisational targets and innovation assuring individuals in team settings aggregate knowledge that has strategic relevance to the organisation (Miller &Morris, 1999). As such transformational leadership attitudes (Burns, 1978) can be seen where leaders are to create conditions under which subordinates devotedly contribute to the organisation yet this is done primarily through a strategic lens. (McCarthy, 2005).Nevertheless, the Anglo-Saxon system of shareholder satisfaction drives leaders towards task orientation often combined with a short-term outlook. As such quick, short-term organisational (financial) success is often more valued than long-term organisational success and relationship building, reflecting according to Hofstede, a culture of highly short term orien tation and low uncertainty avoidance. Essentially, risks are seen as part of daily business practice and leadership approaches reflect that subordinates are given opportunity to implement potentially rewarding, but high risk, strategies.This shows that, despite team orientation and a one might say more relaxed, friendly and diplomatic leadership style, the British cannot deny their American leadership style influence, fostering structured individualism, speed and drive (Lewis, 2001). Falsely, m any authors seem to  ignore this connection, even so influences of hire and fire mentality and the creating of specialist roles underlining a core individualistic attitude are undeniable reflecting British national, and interlinked to that, legal and organisational culture. Such individualistic attitude constantly resurfaces in leadership styles often portrayed through individual target setting, remuneration practices and shorter employment contracts.Employees do not look for lifetime emplo yment and a steady career in one company resultantly British leaders are more reluctant to invest heavily in the training and education of subordinates (Schneider & Littrell, 2003). This continues to the often actively sought after and purposely created assertive and competitive environment amongst colleagues or departments reflecting a relatively high masculine attitude as Hofstede’s culture scale clearly outlines.While these attributes sketch general aspects of British leadership, styles will vary between organisations, industries and individuals. Service- or R&D intensive industries for example, will follow a more Theory Y (McGregor, 1960) approach fostering employee involvement and empowerment. Leadership on traditional manufacturing industries on the other hand due to their reliance on productivity and output combined with an often repetitive working atmosphere, might take a more Theory X attitude.In contrast to the UK, Japanese leadership, like many Asian countries, is grounded in Confucian principles (Redding, 1990; Tan, 1986) and despite rising western influences, strong Confucian traits believing in moral, interpersonal relationships/loyalties, education and hard work still lurk beneath the surface (Lewis, 2001). Especially â€Å"taking the family as a model for society at large, Confucianism is basically authoritarian and stresses hierarchical and status differences† (Selmer, 2001, p. 8).As such, through its vertically orientated hierarchies and rigid organisation (Chen, 1995) one would expect Japan to score higher than the UK in Hofstede’s power distance index, and so indeed it does. This offers leaders with traditional and legitimate power bases however, surprisingly not resulting in autocratic leadership styles as one would expect, but far more the association of assertiveness-authority and reason tactics (Schmidt & Yeh, 1992).As such, Japanese leadership style rewards subordinate respect and obedience with highly paternalisti c attitudes, expressed by mendou: â€Å"I think about your, I will take care of you† (Dorfman et al. 1997). Consequently, the Japanese leadership culture, despite placing emphasising hierarchy and status differences requiring full subordinate obedience, expects helping and caring for followers and being involved in their personal lives (Whitehall & Takezawa, 1968; Bass et al. 1979).As a result the most powerful force of the Japanese leader is not autocracy but charisma combined with intrinsic rather than extrinsic (materialistic) reward mechanisms often predominant in the UK: bonuses, on-target-earnings, etc. (Maslow, 1943, 1954). This seems surprising considering the high masculine score, which, from a western perspective would result in autocratic, top down, assertive, tough and focused on material success (Hofstede, 1998) leadership. It is here where Hofstede’s framework seems to only partly explain the Japanese culture and low individualism but high masculinity and power distance stand in conflict with each other.Additionally, in such an environment more focus towards ascription rather than achievement would be expected (Trompenaars & Hampden-Turner, 1997, 2000). Nevertheless, the contrary appears in the Japanese context with leaders having to possess superior, often specific, (hard) knowledge supplemented by strong educational backgrounds (Nestler, 2008). Here another disparity to UK leadership emerges, where despite educational background being important for initial work placement, greater focus upon (soft) â€Å"people skills† and strategic directive is desired and ascription of leadership positions remains (Hampden-Turner & Trompenaars, 1994).The collectivist principles shape Japanese leadership style dramatically, requiring group consensus and decision-making despite extremely high masculinity and higher power distance. Essentially a â€Å"bottom-up† (ringsho) process of decision-making is chosen (Wu, 2006) with the leader granting independent decision making to the group generally letting subordinates use their own approaches to achieve overall collectivist objectives (Dorfman et al. 1997). This is surprising, as in western societies strong hierarchical  structures often result in a â€Å"top-down† leadership approach but can be explained through high uncertainly avoidance collecting input and consensus from all parties involved before decisions are made.Even more so, the concepts of â€Å"wa† (maintaining social relationships) and â€Å"kao† (maintaining â€Å"face†) actually require the involvement of subordinates in the decision making process and the preservation of harmony rendering western leader contingent punishment behaviour inappropriate. It is here where Japanese leadership style diverts extensively from its UK (Anglo-Saxon) counterpart where public scrutinising is part of daily leadership practices reflecting a competitive and individualistic culture driven b y short-term financial objectives with high-risk acceptance.Due to the collectivist environment and extensive future planning, Japanese managers on the other hand, do not view themselves as risk takers, despite this characteristic often being attributed to charismatic leaders (Bass, 1985). This is reflected in Japan’s extremely high uncertainty avoidance score and is further supported by strong long-term orientation valuing prevailing face and harmony. Unsurprisingly, life-long employment is desired, supplemented b continued job rotation aimed at developing employees.As a result leaders and subordinates enter into long and close relationships hardly ever interrupted contrasting the UK’s â€Å"burn out† environment fostering high staff turnover. Unlike in the UK, Japanese business leaders look for generalist employees capable of working in multiple levels of the organisation reflecting a society placing less value upon specialists than western cultures.Overall, J apanese leaders focus upon collective (not individual) responsibility (Hayashi, 1988) and group harmony maintenance is usually considered more important than profitability and overall productivity (Bass, 1990). Nevertheless, also Japanese leaders have to drive performance resulting in somewhat of a trade-off situation between performance and collectivist harmony maintenance. According to the performance-maintenance theory (Misumi, 1990), Japanese leaders have to chose between goal achievement and the continuation of the group, preferably combining high levels of both (Misumi, 1995).If this is achieved, such supportive or  participative leadership styles (Ouchi, 1981) are said to result in â€Å"higher levels of motivation, delegation of decision-making, commitment, and intrinsic job satisfaction† (Keys and Miller, 1982, p. 6). This appears to be in line with the currently preferred leadership style in the UK. However, one should not forget that unlike the Japanese working e nvironment, the UK has been subject to great inward as well as outward FDI flows resulting in a blending of many different leadership approaches. As such arguably UK leaders would find it easier to adapt to Japanese principles than Japanese leaders. This is due to the western â€Å"farce† of collectivist team working for individualistic goals and the limited respect paid to status differences.While Hofstede’s framework helps to understand the leadership differences between the two countries if fails to explain some factors. So for examples does high Japanese power distance explain hierarchical structures and respect to superiors but the theoretical assumptions of complete centralisation of power, low emphasis on developing the workforce and autocratic top-down contact initiation (Hofstede, 1991) do not fully reflect the Japanese working environment.On this note one should not forget that Hofstede’s framework is not free of criticism and arguably is outdated, lim ited in scope of methodology and measurement (Dorfman and Howell, 1988; Roberts and Boyciligiller, 1984) and only reflects a blend of organisational (IBM) culture and national cultures (Hunt, 1983; Robinson, 1983). As such it is no surprise that other studies such as the GLOBE project have found differing or even contradictory results for similar cultural dimensions.

College List Essay

Pg. 211 Check Comprehension 1. The speaker addresses the happy leaves, the happy lines, and the happy rhymes. The listeners are asked to deliver what he feels to the women he loves. 2. In Sonnet 35 the speaker wants the same type of visual devotion from his wife as he is to her. 3. In Sonnet 35 the speaker compares his eyes to narcissus and his own-self infatuation. 4. In the first four lines the speaker writes his wives name in the sand twice and then the tide washes the names away both times. One speaker is Edmund Spenser and the other is his wife. Critical Thinking 1. The Physical and emotional state of the speaker is evolved around the desire of having the girl because he doesn?t have her he is starving and becoming unhealthy emotionally, he is depressed because his heart is throbbing without her. 2. The ?object of their pain? that the speaker is talking about is the inability for his wife to give affection to him, but he gives it to her. 3. It expresses morality and poetry as being the same because once it is written it begins to fade and morality begins to fade also. 4. Pg 213 Check Comprehension 1. In sonnet 31 the speaker addresses the moon. 2. In sonnet 31 the moon appears to the speaker weak, sickly, and pale. The speaker believes that the cause of the moons sadness is that it does not receive the love that it deserves. 3. The six benefits that the speaker attributes to sleep are the certain knot of peace, the baiting place of wit, the balm of woe, the poor man?s wealth, the prisoners release, and the indifferent judge between the high and low. 4. In sonnet 39 the speaker wants to sleep to shield or escape his sorrow. Critical Thinking 1. The connection between the appearance moon and the thoughts that the speaker utters is that they both have pale and sickly faces that look very sad. 2. The speaker is seeking escape from his sorrow though sleep by using it as a shield. 3. Judging by what is said in each sonnet you can make the conclusion that each speaker is yearning for his love because they got into a fight and were separated. 4. The speakers lover might scorn the moon because of it?s love for her. 5. Sonnet 39 talks about his desire to sleep are related to how people still deal with problems. People believe psychologically that it heals their problems.

Cyber Terrorism

‘Terrorism’ is a tough terminology to define. Many schools of thought exist about it, who takes a look upon it with varying perceptions according to their ethnicity, education, cultural groom and personal preferences. Terrorism may take a form of religious duty at one place, a form of revenge at another, a tactical or strategic arm or threat, a justified form of resistance to oppression or a coercive power for armed forces; conclusively whatever shape it takes, it causes violence, may it be on human or nature.Moving along the revolutionary change brought about since the last century is mainly because of information. Robin Morgan, famous feminist activist, writer and poet, summed it up by saying â€Å"Information is power. The secreting or hoarding of knowledge or information may be an act of tyranny camouflaged as humility. † Unfortunately or not, this world is being completely obsessed in the husk called information warfare. It’s not the time anymore when military would be a sign of arrogance and symbol of pride and power of a nation; today military is the last resort to take over any territory.This new form of warfare is an offensive onslaught or a defensive mechanism, adopted in order to ‘deny’, ‘exploit’, ‘corrupt’ or ‘destroy’ rival’s information based systems, like computer networks and Information systems (Goldberg, Director IASIW). In simplest words, it’s a discipline that has originated a smarter way to tackle one’s adversary. Putting together the Information warfare with terrorism, the greatest fears of twentieth century are combined together as â€Å"Cyber terrorism† (Patrick, 2002) IMPORTANT CONCEPTSCyber Terrorism The phrase ‘Cyber Terrorism’ is one of the most ambiguously defined term, or should we say that information warfare has propagated the definition of Cyber-terrorism in order to limit or disrupt the main cause of Terroris m. Major discussion today is regarding the scope of cyber-terrorism, as it is overlapping with cyber-crime, cracking and terrorism (Baranetsky, 2009). Major discrimination between these crimes is on the basis of motivation, methods, targets and the involvement of computer system.Technically, cyber terrorism and information warfare are the same things, but there’s a practical difference. Cyber terrorism is originated by politically motivated groups, disrupted individuals, or cyber cracking facilitators against information, computer systems and networks, in order to target nonviolent portions in society; whereas, Information warfare is originated by national defences against information, computer systems and networks in order to aggravate the enemy losses (Colarik & Janczewski, 2005). Ideological ExtremismAnother profound and old notion of human history is extremism. It is usually associated with religion, ideological and political practices of people which are not in accordanc e with generally accepted norms of a religion, society or a political setup. It’s not something that could be easily defined in words, but when one sees it, it is recognized (Sotlar, 2004). Recently, the element of terrorism has taken its roots in those extremist people, and they have developed the ideology against forces, that are held together to fight the rising terrorism in the globe.Most known of these extremists are people of Al-Qaeda who, so called on the name of Islam, are spreading their ideological extremism, not only through militia warfare, but also electronic and information warfare. Cyber terrorism and Ideological Extremism Talking about the national security, the two major concerns of every nation today are terrorism and ideological extremism. Both are the sources of violence, may it be political or ethnical in nature (Gunaratna, 2008). Major source of both these concern today is Al-Qaeda.Originated by Osama Bin Laden, leader of Al-Qaeda, today they are the sou rce of terrorism all over the world. With recent transformation from an operational to ideological organization, today the pose the greatest threat not only to non-Muslims, but to Muslims and Islam as well. Now the idea behind this shift is to dismantle the social structures and religious beliefs into ideological extremism such that people of Asia, Africa and Middle East stand and operate for them on the front line. In simple words, they’re brain-washing and making terrorists.STATEMENT OF PROBLEM Recent developments from this â€Å"Jihadi† movement have come in the form of extremist articles on the websites. Through various websites, they are prompting targeted people into expressing their views about articulated beliefs that are designed to brain-wash the mind of those people. Other recent propaganda of extremist views encompasses political repression, racism, ethnical conspiracies, religious cults, Jihadists movements and religious fallacies. Certainly or not, is ide ological extremism open terrorism?Are these terrorists making use of internet to indulge people into morally, ethically and socially wrong activities that are endangering all their surroundings? Certainly we need to find how cyber terrorists are expanding their spectrum of operations and are including those vulnerable people as the match stick to next bomb to be exploded anywhere in the world. LITERATURE REVIEW As we stepped into the twentieth century, we were welcomed by some uprising, strong challenges that have so far consumed most portion of the world’s economy. Terrorism was one of them.With terrorism finding its roots in many different countries, terrorists have diversified their operational methodology. Now at the front end, they are fighting by using one of us. The new revolution of Ideological Extremism, especially in the name of Islam, is taking its roots into the youngsters. Not surprisingly, those terrorists have exploited the simple connection of whole world, int ernet. Apart from the major role of U. S led war on terrorism, two other important fundamentalists are United Kingdom and the Kingdom of Saudi Arabia. Anti-terrorism policy of Saudi Arabia is mostly termed as â€Å"soft counterterrorism†.But over the period of time, it has been proven successful (Hegghammer, 2010). They have reacted calmly to the situation, and by using their local preachers, they have successfully tackled those terrorist militants (Hegghammer, 2010) who were there with the intent of disrupt the government structure of Royal family, who had supported U. S. in its war against terrorism (Miller, 2003). They didn’t only counter those ideological extremists but also started a rehabilitation program in order to neutralize their extreme beliefs with reality and norms of Saudi culture (Boucek, 2008).They are also concerned about the uprising ideological extremism in the country (Saleh, 2006). They reinstated their solid stance against terrorism, and they with held their stance against any part involved in terrorism (Source: Arab News: 2010). U. S. , which was previously accusing Saudi Arabia to be an ally of Al-Qaeda (Sperry, 2002), commended the efforts of Saudi Arabia in controlling those terrorist activities, and rehabilitation of detained militants (Source: Saudi Embassy, 2009 – 2010).UK has well-defined laws for terrorism, and are actively involved in reviewing and improving them, as per the current terrorist threats (Source: Foreign and Commonwealth Office). Following the incident of 9/11, UK adopted policies to minimize the developing security threats from terrorists (Browning, 2005). They experienced their major setback in the month of July, 2005, when in London bombings, more than fifty travellers were killed, leaving 700 injured. To the surprise of British, the leader of those terrorist attacks was British born Muslim (Talbot, 2006).Since then, Islamism is considered a threat in UK, may it be in any of its form (Readings , 2010). The widespread of this ideological extremism is very much attributed to the up-rising cyber terrorism, and use of internet to propagate local people about their home countries, brainwashing them, and making them fight for terrorists (Gunaratna, 2008). RESEARCH IMPORTANCE Importance of internet today is more of a necessity than a luxury. It outweighs endless opportunities to all the people around the globe to retrieve or share anything they want to.Freedom of speech and lack of centrally aligned governing body has exposed the contents of internet to boundless criticism from different sects in the world. But in this up-rising assault of information warfare, cyber-terrorism and ideological extremism, it’s the time for the authorities to sit back and define the limitations of this free source. Before legitimatizing the use of internet, it would be important to keep in mind the reasons behind following. †¢ Spectrum of cyber-terrorism: what exactly comes in it? †¢ Need of regulating the flow of information on internet†¢ Why ideological extremism exists? †¢ What are the factors leading to innocent people ending up terrorist? †¢ What lacks in the social structure that is prompting such activities? †¢ How the use of internet is provoking extremism in up-coming generation †¢ Who are propagating the information to provoke such behavior †¢ Are we ready to fight this front of terrorism †¢ Is there any social remedial for a terrorist? With this research, we are aiming to find out the reasons behind all these above mentioned issues. Terrorists are humans, but they have opted the wrong way. Are they smarter than us?There is a big question mark on the upcoming days, as international security continues to be threatened by extremists. CONTRIBUTION TOWARDS THE KNOWLEDGE This research is expected to bring forward key reasons behind the amalgamation of two concepts, cyber-terrorism and ideological extremism, to bring forw ard a new front in the war against terrorism. Through this research, we aim to: †¢ Understand the ideology behind use of internet to spread extremism †¢ Understand policies adopted majorly by, Muslim world leader, Saudi Arabia and, the economic giant, United Kingdom to secure their respective people.†¢ Reveal threats that are present to the respective monarchies. †¢ Facilitate the policy makers with succinct information to start with. †¢ Explore different fronts that these extremists target to exploit youth †¢ Find out the weakness in our social systems that allows these ideologies to be successful †¢ Discover the spectrum of sources in which cyber terrorism exists. †¢ Find the roots of ideological extremism and its effects on current monarchy RESEARCH METHODOLOGY This research will be divided into two parts, as per the two portions of research question.To take views on â€Å"whether ideological extremism is terrorism or not†, cyber-ter rorism to be specific, we will rely on qualitative measures of research. On the other hand, to find the â€Å"extent† to which terrorists are making use of information warfare to spread ideological extremism, we will use quantitative measures of research. Qualitative Research Through this research, we wish to: †¢ Understand views of respondents about the issue †¢ Solicit their approach in reaching their respected viewpoints. †¢ Explore the difference in opinion that exists in policy makers †¢ Consider the possible impact of their thoughts over the people.Quantitative Research Through this approach, we wish to: †¢ Understand the perception of youngsters about this issue †¢ Discriminate respondents on the basis of their ethnicity and racism to understand involvement of any pattern among people of similar sects. †¢ Materialize our results and statistically analyze how many of them could possibly be a victim of those terrorists in near future. S ample For Qualitative research, we aim to take inputs from different critics, terrorism analysts, cyber-crime writers, internet regulatory bodies, extremist group leaders, journalists, and writers on â€Å"extremism†.These people will be selected on the basis of relevance, work in the respective fields, availability and quality of work. For Quantitative research, we aim to survey young students studying in different continents of the world. As all of them will be everyday user of internet, we also aim to distinguish them on the basis of their involvement in internet, and their socio-ethnic mindset about ideological extremism. Variables Major variables in the research will be: (measured as) †¢ Involvement in current affairs (Ratio Scale: Weight assigned to each answer)†¢ Knowledge about the issue (Ratio Scale: Weight assigned to each answer) †¢ Understanding of issue (Ordinal Scale) †¢ Involvement with the internet (Ordinal Scale) †¢ Awareness about po ssible implications of issue (Ordinal Scale) †¢ Views about the issue (Nominal Scale) Monitoring All these results will be checked for reliability, validity and practicality, as per the methods defined by the monitoring/scrutinizing body. These checks will ensure the consistency of responses, and the validity of data will be checked based upon two optimum limits provided by the monitoring body.PILOT STUDY In order to conduct a pilot study on the above mentioned topic, the literature selected, for secondary research, as a source of Qualitative research is linked in the appendix A. Purpose of this study is to understand the perspective of officials of Saudi Government regarding terrorism and ideological extremism. This study was analytical, as qualitative measures were expected out of this study. Description The document comprises of official statements by Saudi government and religious representatives.Their statements usually revolve around the issues of terrorism, war against t errorism, extremism and the teachings of Islam, combating extremist ideology, role of mosque as an institution, condemning immoral, unethical acts and supporting moderation. They withheld their solid stance against terrorism, and declared any one fighting against the custodians of Holy Ka’aba as non-Muslim. They also instigate their support to find out and tackle the roots of terrorism and extremism. Their stance on condemning extremism, violence and any form of terrorism is mitigating with the learning of Islam.Their religious scholars emphasized on the need of omitting deviant ideologies that have been developed between Muslims, and join together united as one creed, as a Muslim. They also highlighted that the reasons of deviant ideologies are lack of knowledge about the religion, and prejudiced in Fatwa. Most of their statements emphasized upon the basic theme of Islam, peace. They extended full support to international community in the war against terrorism. Outcomes of t he study Learning from the pilot study reveals †¢ Saudi government takes terrorism as a threat to its nation, its territory, its religion, all Muslim Ummah, and non-Muslims.†¢ They are the custodians of Holy places of Muslims. They take it as their duty to defend the religion that was gifted to them by their Holy Prophet. †¢ All of the officials agree upon the solid stance they have against terrorism. They want to unite Muslims in order to protect the religion which has been badly reputed by ideological extremists. †¢ Their views are diverged towards the central goal of achieving a peaceful state. They are being the voice of nation, and they stand to serve their people justly, with their lives and properties secured.

Information Communication Technology in Agriculture Essay

Information Communication Technology in Agriculture - Essay Example In spite of using current existing technology production is coming out poor, which means there are some critical factors that are affecting it. In this paper various approaches will be taken to sort out the key points of this issue. Farmers will be interviewed directly or indirectly in order to get their viewpoints about whether they are receiving proper information and knowledge or not; or the information given to them is sufficient and understandable or not. After proper survey Information Communication Technology (ICT) will be used to rectify them. This paper mostly concentrates on different scopes of ICT in the field of agriculture. Urbanization which directly affects the agricultural land. Before urbanization proper knowledge of land management is necessary. Suppose one land that can accommodate 100 persons adequately but due to improper land management only 50 peoples are getting placed. It results into increase in urban area unnecessarily. This problem can be solved using information technology where, people's habits, tastes and lifestyles are studied and according to that optimum residential area can be defined. Climatic changes like flood drought, weather changes also have impacts on foods1. Today's technology that can be used for sophisticated statistical calculation in order to get idea of climatic change and based on that, steps are taken. The most important factor is lacking ... The most important factor is lacking of proper knowledge among the public regarding the better using of resources. Here Information Communication Technology (ICT) plays one vital role. ICT is the best tool for sharing knowledge among farmers. Establishing rural network will enhance farmers' idea exchanging capability. Apart from that using remote farm consulting system through camera and wireless, adequate information can be delivered. Research Questions Research proposal starts with research question or hypothesis. For this study research questions are: 1. What are the basic problems that agriculture industry is facing today 2. Will Information Communication Technology (ICT) work better for these cases 3. If yes to question 2 then till what extent it will serve our purpose Objectives The main purpose of this research is to see how information communication technology will be used for better agricultural purposes. This research will address the problems related to farmers' awareness and usage of ICT to overcome the issues. The direction of this work will have two three major phases as research questions. First one is going through existing literatures and tools to point out the core problems, the basic variables which are responsible for that degradation and also the extent they are affecting. Second phase will be checking whether ICT can make any improvement over the existing ones. Sampling and survey will be done in this stage. After researcher is confident enough with ICT approach finally, several methodologies will be proposed to implement the idea and then execution of these solutions will be done. Rationale The above figures are examples illustrating the utilization of land

Development of career management for individuals and organisations in Essay

Development of career management for individuals and organisations in recent years - Essay Example They have long believed that if personalities turn into real professionals, there would be a great amount of work effectiveness and efficiency within the related ranks, and thus the symbiotic effect would be in the form of bringing about wellness amongst the employee’s own domains as well as within the organizational realms (Jay 2005). Since organizations require that their employees remain on the quest to achieve more and more within their professional undertakings, the need is sought to find a way or two which shall inculcate values of trust and empathy for the employees to move ahead with the times yet keep the organization that they are working for abreast of the changes happening on the global front. In essence, career management for individuals and organizations in recent years has only become better as times have changed (Maddock 1999). The organizations have long understood that they need to hire those individuals who are well-equipped from all sides and who take care of the issues which engulf the organizations from a number of angles and perspectives. The case of the employees (individuals) is no different. The individuals have understood that they would have to spend around 2-3 years within an organization before they can think of moving ahead and finding new opportunities for their own selves to grow. This was not the case in the past as much emphasis was laid on the fact that employees would at least have to spend 5 years in an organization before they would mature and move on to find greener pastures. The trend has changed and now the organizations look at individuals who have more experience in terms of doing different jobs while managing their work routines effectively and more productively. This trend has changed because organizations have taken on a very practical understanding within their folds. The 21st century has seen new changes and innovations within the thinking patterns of the people who matter the most within these organizatio nal domains – the top management, which has a clear cut task of deciding how things get done and how new processes would be shaped up in the coming times. What is most important is a rational related with the opportunity to understand how one must manage a career and what an individual must do to make sure that he meets the criteria of selecting the right job for his own self, when the right time comes by (Hopson & Scally 1999). A good amount of individuals lose out on this front due to a number of reasons but it is the chosen few which tap the market and thus conduct their own selves within the best interests of their own selves as well as the organizations that they get to work for in essence. Moving further ahead, we see that career management has been given due significance by those individuals who believe in the premise of shifting careers on a regular yet maintained basis. They look forward to moving ahead with the changing times without looking back to criticize what h as happened in the past. They are always looking to make amends whilst learning from the past. These individuals are dependent on how their careers get shaped up and what they can learn from career management in essence in the long run (Marshall 1995). It goes without mentioning that career management is rightly judged as a very important element of discussion within the human resources management domains and the organizational quarters discuss such aspects before deciding whom to recruit and whom to reject. It is because of such factors that

Obesity is seen more in Americans than other cultures Essay

Obesity is seen more in Americans than other cultures - Essay Example Because of this, people opt for eating meat. Raw meat is too expensive in America for most people with average monthly income to afford. Its price is too high, so it usually remains beyond the approach of most Americans. On the contrary, fast food is something that complies with the standards of the modernistic life style. Not only is it fairly easily affordable for most Americans, but also it feels extremely nice to the taste and tempting to the touch and the sight. Fast food culture has readily grown in America in the recent years. In addition to the fact that healthy food is expensive in America, Americans generally remain too busy to find time to make food in home for themselves. Life has become more and more mechanical over the years. In order to manage the expenses, people have to work as much and as often as they can. Therefore, they largely rely on junk food. These traits of the American culture make them fatter than non-American people.

Future of Fashion Essay Example | Topics and Well Written Essays - 3000 words

Future of Fashion - Essay Example The essay "Future of Fashion" concerns the fashion's future. The visual physical contact will determine to a large extent whether the costumer will like the product or not. The place therefore is very essential because it is where the actual sale occurs. The place of the retailing activity – the Store – has its evolution: from the retailer’s house, to a small stall without a roof on a busy street; to a structure with a roof in an open plaza or space, to a big store in a big building, to a shop inside a building with other smaller shops, and to a group of many big stores all housed under a large structure or venue. A store’s size may be small, medium or big. It may only have a table where the goods are placed for sale or it may have many merchandising elements like shelves, racks, booths, kiosks, counters, cashiers, aisles, promotional materials and sales people. The shop may be a simple room or an architectural building with interior design to make it attr active for customers to come inside the store. The store therefore performs many functions other than just the place of sale; it also serves as a promotional, advertising and marketing tool. It must attract people to come inside, look at the products and make a purchase. It must give customers a good feeling and pleasant experience for them to visit again and buy. With the hectic changes and very fast-paced improvement of technology however, the significance and effectiveness of the store is slowly being threatened to the point. where it may be relegated to performing a minor or useless role. That single technology challenging the role of the store as the forefront of the retailing business is the Computer-Internet tandem. With changes in technology come also changes in the psychological and mental attitudes of people. Human beings when exposed to the capabilities of gadgets and instruments become attracted to the benefits and amenities that technology brings and they soon begin to have a lifestyle revolving around such technology. These modern tools have brought them up close to and face to face with goods and services through the internet without having to enter a store. According to Campus Market Research, 91% of US college students are online everyday and 74% prefer to buy textbooks online (Sanchez 6). Products can be seen before the monitor of a computer with colors approximating their real value; the specifications of the product may be downloaded and known; and prices from different stores may be viewed and compared. The products can be ordered and paid with credit cards through the internet itself or executed with the support of electronic peripherals like a telephone, cell-phone or fax machine. Lastly, the buyer has the luxury and comfort of having the bought items delivered to his or her doorstep without ever having to step inside a single store! One may be led to think that the Internet may cause the complete obliteration or obsolescence of the stor e. As mentioned earlier, Traditional or Conventional Retailing is done through the Store (store-retailing). It is a real place where real goods are physically located. It is a place where consumers can go to look at the goods they need and possibly buy if they want them. They can see, smell and touch the actual product; they can make real time appreciation and evaluation of the product

How to use marketing mix buile Chiang Rai province as a destination Dissertation

How to use marketing mix buile Chiang Rai province as a destination during winter season - Dissertation Example This report highlights on the areas such as the marketing mix which can be adopted to make this place as a favorite tourist destination. The report also highlights the way by which a tourist spot such as Chiang Rai can be developed. Another important aspect of the research paper is that it will show how segmentation in tourism can be achieved. The key findings of the project are how marketing mix influences the decision of a tourist. The other important findings are the data which shows the number of visitors coming to Thailand in a calendar year and also the expected number of turnouts in the years to come. Table of Contents Table of Contents 3 Introduction 4 Literature Review 5 Research Question 10 Research Methodology 13 Conclusion 15 Reference 16 Bibliography 18 Appendix 1 19 Appendix 2 21 Introduction Siam was the name during 1940 to what we today know as Thailand. The country of Thailand resides in the heart of South East Asia. The country comprises of brilliant arts, green isl ands, an exciting nightlife and a tradition of openness towards the visitors. The nation is known to many as the home of some delicious cuisines, wonderful silks and some of the magnificent temples. These factors portray the great culture of the country. It has never been occupied by the European powers, possibly the only country in south- East Asia to have escaped it. The structure and geography of the country is that it is divided into 4 natural regions: the mountains and forests of the north; the vast rice fields in the central plains; the farm lands of the northern plateau and Tropical Island in the southern peninsula. Politically Thailand is again divided in 77 provinces such as Ang Thong, Mae Hong Son and Lop Buri, Chiang Mai and Chiang Rai among others. While the capital of Thailand namely Bangkok is not a provincial area but it is referred as a special administrative area (Central Intelligence Agency, n.d.). All the provinces are governed by a Governor who is appointed by th e ministry of external affairs. The only contrary factor is that the Governor of Bangkok is chosen by its people through voting (Unescap, n.d.). A number of countries in Asia believe that tourism plays an important role in the economic and social development of a country. It generates foreign exchange earnings, employment and also assists in other factors. Tourism plays a major part in the economy of Thailand, contributing around 7% of the total GDP. Every year Thailand is visited by around 14 million visitors. The visitors come from different parts of the world (The Irrawaddy, 2010). The reason for this massive tourism development of the country is mainly due to the stable political situation and the availability of air transportation in Bangkok which serves as the gateway to this international venue. Industries like hotel and retail gets immensely benefited by the tourism industry. The Tourism Authority of Thailand has launched various programs to promote the tourism sector in the ir country as well as internationally with their catchy slogans like â€Å"Unseen Thailand† and â€Å"Amazing Thailand†. According to them there were nearly 19.09 million tourists who visited Thailand in 2011 which also means 19.8% growth as compared to the previous year. The tourism revenue generated around $23.08 million, which was the highest ever tourism revenue in a same calendar year. The tourists were mainly from Malaysia which accounts 2.47 million followed by China (1.76

Care of Patients with Dementia Research Paper Example | Topics and Well Written Essays - 1000 words

Care of Patients with Dementia - Research Paper Example Environmental factors play a major role in the development of aggressive behaviour in a patient with dementia and contribute to distress and dissatisfaction. Nurses handling elderly patients must be aware of the fact that the environment of the hospital is new to the patient, the surrounding is filled with noise and the individual can feel uncomfortable in the surrounding (McCloskey, 2004).   Ã‚  Ã‚  Ã‚   The first and foremost step in appropriate management of patients with dementia in health care setting is identification of the disease process and careful assessment of the various factors in environment of the patient that contribute to stress. Identification of factors helps in the modification of future care whereas lack of understanding of these aspects leads to frustration, inappropriate care and stress not only for the patient but also for the nursing staff. It is due to such a lack of understanding that many physical restraints are employed in   handling dementia patient s and these contribute to patient mortality and increased burden of work for the nurses (McCloskey, 2004). One of strategies to prevent distress due to physical restraints is adoption of alternatives to physical restraints (McCloskey, 2004). Some such alternatives include adoption of door knob covers instead of doors, employment of various electronic devices like wandering system, bed alarms, door alarms and electronic monitors to monitor the movements of the patient, change in the regimens of medication in such a way that they offer comfort to the patient. and cause minimal disturbance and distress, placing the patient in strategic regions which are compatible to the patient and are familiar to the patient, place safety mattress on the floor to enable safe locomotion, remove tubes and drains in a prompt manner, assist and pursue routine toileting, decrease scope for environmental hazards, prevent falls, employ various aids for seating and positioning and usage of lower beds and emp loyment of split side rails (McCloskey, 2004, table-1). Other alternatives include involvement of volunteers, family members, sitters and hospice workers

Understanding the Motives and the Causes of Impulses Into Research Paper

Understanding the Motives and the Causes of Impulses Into International Relationships - Research Paper Example In the process of sharing these common resources and with the self-satisfaction tendency of individuals, there is need to put up mechanism to regulate self-centeredness of each individuals and to ensure that natural human rights – right to liberty, to life and to property – do not conflict with the similar rights for others in the same society. This mechanism is what constitutes politics and when it succeeds in its quest to preserve the natural rights of individuals under it while maintaining peaceful coexistence, then we may say that it is a legitimate political authority. Because the public is vulnerable to perpetuating individual interests, which may infringe into the rights of others, the conception of political legitimacy so that it fulfils its obligations cannot be left to the public. On this account, the legitimate political authority can be entrusted into the hands of philosophers who have the mental ability to conceive the best political order. Legitimacy in po litics qualifies the virtue of political institutions and political decisions on laws and policies. Philosophers are believed possess to the highest understanding of principles of nature and can be trusted to concoct the best political order. The philosophers’ in-depth analysis of concepts can evaluate the validity of claims and general discourse. With the limitation of human beings in terms of thinking and diversity in understanding and conception of ideas, philosophers too face the greatest threat of conceiving illegitimate and unethical political systems.

HU300 unit 8 topic 1 Research Paper Example | Topics and Well Written Essays - 250 words

HU300 unit 8 topic 1 - Research Paper Example The director explains how long it takes for a plastic bag to disintegrate and the impact it has before it actually disintegrates. The main mythic elements focused on in the film are water and earth. The effects of these elements in the film are to portray the journey of the plastic bag to the point of its disposal. Additionally, the elements are used also used to emphasize on the durability of the plastic bag. Wind is used in the film to show the motion and the journey of the plastic bag despite its will. Music in the film is used to describe the grimness that the bags undergo. However, this does not stop them from continuing with their journey. This bag in particular is lonely and seeks happiness despite the fact that it understands that such happiness is difficult to find. Eventually, the plastic bag accepts its fate and seeks to outlive everything in order to seek its

The Declaration of Independence Essay Example for Free

The Declaration of Independence Essay The Declaration of Independence maintained that the purpose of government is to protect their â€Å"unalienable rights,† chief among them being â€Å"life, liberty and the pursuit of happiness. † As such, government is merely an institution crafted by the people, whose existence is entirely contingent upon the people it is designed to serve towards these ends. Therefore it is the responsibility of citizens to be ever vigilant of this government because the Declaration explicitly states that its authority comes from â€Å"the consent of the governed. † Should this government prove to be dysfunctional with regards to the functions it was created for, it becomes the right of these ‘governed’ to abolish the government and institute a new one in its place that fulfills the abovementioned mandate of protecting those rights. It is this fundamental conception of the function of government that maintains relevance in the 21st century moreso, as has been said ad infinitum ad nauseum, in the wake of 9/11. In an attempt to address the security of the nation-space, the government has taken measures that have effectively diminished personal liberties if not curtailed them entirely. As such, the functions of the government have increasingly turned towards protection of the state for its own sake, at the expense of the inalienable rights of citizens. In effect, the government leans towards self-preservation, towards a rigid but abstract notion of patriotism and nationalism and away from empowering those institutions under its jurisdiction whose primary aim is the self-fulfillment of its citizens. More of the budget is geared away from citizen welfare and more towards the military and state controls. This is not to suggest that the government must be abolished with the sheer force of tumultuous revolt, but rather that citizens recognize this disheartening trend and take action to reorient it back towards the purposes it was designed for in the first place. It is through re-awakening interactions that make for a healthy democracy, including the ballot box and beyond it in critical discourse.

Methods to Evaluate Non Tariff Measures on Trade

Methods to Evaluate Non Tariff Measures on Trade Non-tariff measures are difficult to quantify as Tariff levels are published in tariff schedules, and these can be large, cumbersome and difficult to read. Non-tariff measures are politically sensitive and this may arise from the lobby activity of vested interests. Measures that are difficult to compute may also be less transparent, which helps to prevent public discussion. Several techniques may be used to evaluate the effect of non tariff measures for example ; data sources; Information about the effects on NTM’s can be gathered through different databases such as the ; 2013 National Trade Estimate Report on Foreign Trade Barriers which is organized each year by the Office of the U.S. Trade Representative to surveys important foreign barriers to U.S. exports, the European Unions Market Access Database, World Trade Organizations (WTO) Trade Policy Reviews and the World Integrated Trade Solutions (WITS) software developed by the World Bank which is described as Vald manole as a user friendly way . price gap measures; Non-tariff measuresincrease thepricepaidby consumers. The basic strategy method involves a comparison of prices before an dafter the NTM mark up where the difference is expressed as a Tariff equivalent. For example, the price of a product includes the cost of transport and insurance while wholesale of retail prices include the cost of transport. These factors must be removed from the observed price difference before the markup can be attributed to non-tariff measures. (Ferrantino,2006). Econometrics model The notable advantage of econometric analysis, relative to the â€Å"price gap†method, is that it can be used to study the trade effects of multiple non-tariff measures across multiple industries and countries simultaneously. They forecast that the price of trade between any two countries will be positively linked to the size of their economies and inversely connected to the distance (and other measures of trade costs)between them. Measures taken by the government to alleviate the impact of Non Tariff barriers Mauritius has effectively diversified its economic activities from a monocrop economy depending on sugar to an economy based on textile, tourism and financial services. Mauritius is regarded as a middle income country and ranks according the recent â€Å"Human Development Index† for 173 countries, Mauritius was ranked second in Africa. (Wikipedia) However, Non tariff measures are affecting Mauritian Trade. A workshop was organized on the 24 January 2013 by the International Trade Center (ITC) with the collaboration of the Mauritian Ministry of Foreign Affairs, where the core results about non-tariff measures (NTMs) affecting Mauritian exporters were discussed, along with solutions and potential policy options. The ICT’s NTM Program Manager Poonam Mayhem claimed that â€Å"Though Mauritian companies enjoy preferential access in the EU market, they complained about the technical and conformity assessment requirements which they find cumbersome in these markets. Labelling, namely the need for labelling in various languages, was also considered to be an important non-tariff barrier† (Anon 2013). Moreover, a report claimed that 29% of burdensome NTMs were encountered within COMESA in which Mauritius is a member . Thus ,in order to alleviate this problem, the government has decided to take concrete measures to eliminate Non Tariff Barriers that are unjustified. The measures were announced by the Dr. the Hon. A. Boolell, Minister of Foreign Affairs, Regional Integration and International Trade at the opening of the Workshop on NTBs in September 2013.The measures are as follows : To eliminate some 26 trade measures considered as NTB’s after a study carried out by Strataconsult which identified those non tariff measures that hold no justification and had to be either streamlined or eliminated., relating mainly to import and export procedures in 2012. The launching of the Mauritius Trade Portal to empower businesses by granting with all the relevant information concerning the import and export procedures. â€Å"A more ambitious project currently being developed is the single window that will link all Government agencies concerned with trade procedures – the objective being for traders to complete all trade procedures on line†(Anon 2013). This system will help to meaningfully eliminate the quasi totality of Non Tariff Barriers in Mauritius. The Government is also collaborating with the International Trade Centre to carry out a survey with organizations to examine the factors affecting trade. Dwell time for the release of goods at the port and airport have been significantly improved since the construction of a one stop center by housing Customs and other agencies under one roof. The Ministry with the collaboration of the World Bank has codified all existing NTB’s so as to facilitate their streamlining or elimination. Some people from the World Bank was in Mauritius recently to help us in setting the permanent data collection tool on NTMs, modelled on a new classification method that is more user friendly. Other measures taken by the government COMESA-EAC-SADC Training Workshop In addition , the COMESA-EAC-SADC Training Workshop was also organized and targeted at enabling trade on Non-Tariff Barriers. Mauritius is ranked first in Sub-Saharan Africa in the â€Å"Ease of Doing Business index of the World Bank†. Mauritius is rated 20th globally in the â€Å"Ease of Doing Business index of the World Bank†, 2nd among SIDS economies and is in the top 10 worldwide for the ease of starting a business. We need to eliminate all weaknesses and difficulties to trade so as to gain more markets since no markets will be at risk if the needs of consumers are satisfied . The World Bank Database on ‘Non Tariff Measures’ Moreover, The World Bank Database on ‘Non Tariff Measures’ (NTMs), including a catalogue of some 6 000 tariff lines, was given to the Minister of Foreign Affairs, Regional Integration and International Trade, Dr. Arvin Boolell, by the Ag Country Director of the World Bank, Mr. Constantine Chikosi, recently. The Database will allow Mauritius to carry out a regular study of the effects of NTMs on trade and competitiveness.It also facilitates exports by improving information on NTMs in export markets. It offers the government with necessary data to implement the right policies that improve the investment climate in competitiveness of Mauritian businesses. Measures taken in other countries are as follows: Elimination of NTM’S in the EU The elimination of NTM’s in the EU is based on three principles : â€Å"(i) non discrimination; (ii) mutual recognition; (iii) Community legislation to the functioning of the common market†(Carrà ¨re Jaime 2011). These values protect â€Å"the movement for goods, persons, services and capital and is the result of the abolition of customs duties, QRs, and measures having equivalent effect to customs duties†(Malouche et al. 2012). In addition, according to the European Commission, On 25 March 2013, the EU and Japan officially launched the negotiations for a Free Trade Agreement, which calls for the removal of EU duties and non-tariff barriers in Japan to merge together. They also enable the EU side to interrupt negotiations after one year if Japan does full fill its commitments to remove non-tariff barriers. Elimination of NTM’s in India India signed a framework contract for setting a free trade area with Thailand in October 2003. The agreementis similar toIndia-ASEANfree trade agreement. It also says that FTA should cover: (i)Non-tariff barriers (NTBs)imposed onany products covered in this Agreement,including, butnot limited toquantitative restrictions or prohibition on the importation of any product or on the export or sale for export of any products.(ii)Safeguards based on the GATT/WTO principles; (iii) Disciplines on subsidies and countervailing measures and anti-dumping measures based on the existing GATT discipline. The Government Oof India has also taken some internal measures like the instance, import restrictions levied certain products under Article XX. References Anon, 2014. â€Å"European Commission†. [online] Available From : http://ec.europa.eu/trade/policy/countries-and-regions/countries/japan/ [Accessed 27June 2014] Anon,2013. â€Å"Non-tariff measures affecting Mauritian Trade†. [online] Available From : http://www.intracen.org/Non-tariff-measures-affecting-Mauritian-trade/ [Accessed 27 June 2014] Carrà ¨re.,C and Jaime; (March 2011):†Non-Tariff Measures What Do We Know, What Might Be Done?†. MeloSource: Journal of Economic Integration, Vol. 26, No. 1, pp. 169-196 Published by: Center for Economic Integration, Sejong University Stable Malouche, M.,Cadot,O., Saez,S., 2012. â€Å"Streamlining Non-Tariff Measures†. [online] Available From : http://www.scribd.com/doc/93203908/Streamlining-Non-Tariff-Measures [Accessed 27 june 2014] Anon 2014. â€Å"EU and Japan exchange offer to open markets†.[online] Available From: http://www.euinjapan.jp/en/media/news/news2014/20140404/200044/ [Accessed 26 june 2014] Bacchetta et al ,2012. â€Å" World Trade Report Trade and Public Policies :A Closer Look at Non -Tariff Measures in the 21st Century† [online] Tomacinschi, L., Available From : http://www.scribd.com/doc/169205870/World-Trade-Report [Accessed 3rd July 2014] Anon â€Å"Origins Of The Wto And Its Transformation From Gatt International Law Essay† [online], Available From : http://www.ukessays.com/essays/law/origins-of-the-wto-and-its-transformation- from-gatt-international-law-essay.php [Accessed 14 July 2014] TheWorld Bank 2014 .,â€Å"Economy Rankings† [online], Available From :http://www.doingbusiness.org/rankings [Accessed 14 July 2014] Bose., A (2013) â€Å"Outsourcing to africa A Relative Ranking of 15 Country Locations† [online], Available From: http://www.slideshare.net/arindambos/outsourcing-to-africa-full-report-arindam-bose[Accessed 4 August 2014]

Phaedo and the Qualities of Being Dead and Being Alive

Phaedo and the Qualities of Being Dead and Being Alive Dru Espinosa   In the dialogue, The Phaedo, Plato gives an account of the final moments of Socrates. Several arguments are presented and discussed. These arguments regard the immortality of the soul and reincarnation. In this essay I will present a brief summary of the dialogue, explain one of the arguments presented in it, and finally show why the argument fails to prove the notion of reincarnation. The Phaedo is a Socratic dialogue written by the philosopher Plato. The dialogue gives an account of the final hours of Socrates and his conversations from the viewpoint of a bystander. Several arguments are presented and discussed in The Phaedo, in addition to these a myth concerning the afterlife is presented by Socrates. The main arguments from The Phaedo are the argument from opposites, the argument from recollection, the argument from affinities, and a fourth argument concerning the difference between corporeal and incorporeal things. These arguments aim at proving the immortality of the soul, and also attempt to prove the Pythagorean conception of reincarnation. The myth presented near the closing of the dialogue concerns the terminus of the soul, which depends on how pure or corrupt it is at death. The dramatic death of Socrates concludes the dialogue. The argument from opposites claims that the soul is reincarnated. It lies on the principle that things transition from two opposites in a cycle. Before something becomes small, it was large, for it could not have been small before it became small. Moreover, if things only became smaller, and not larger, eventually everything would be miniscule. And if it was the other way around, where everything only became larger, and not smaller, everything would eventually be one thing, because everything would have joined together. If this were the case then we would notice that things only become smaller, shorter, or uglier, and never their opposites, or vice versa. Socrates shows that things do transition from two opposites, by referencing to observable examples. He contrasts this to death, and claims that there has to be a cycle of becoming alive and becoming dead, or else everything would become dead, or vice versa. The analogies that Socrates uses are applicable to every corporeal thing in the universe. Everything is either large or small, tall or short, etcetera. He claims that there is a process of becoming from its opposite (e.g. something becoming larger from being small), and that this process is cyclical. For if everything only became larger, but not smaller, then eventually everything would be conjoined together into one large thing. Consequently, if everything only became smaller, then eventually everything would be miniscule. Life and death, however, are not qualities in which everything is either one or the other. For to be dead it is necessary that the thing was once alive. Not everything in the universe was once alive, nor is currently alive. Thus, not everything is either dead or alive. This is how the qualities of being dead and being alive differ than the qualities of small and large. It follows then, since the process of becoming dead or alive is not applicable to everything, th at it cannot be said that all things would become one if all living things were to only die. Moreover, Socrates cannot point to any examples in which a soul comes back to life from death, as he can show something becoming short from its opposite. In this essay I have given a summary of the dialogue, explained the argument from opposites, and showed why it fails to prove the reincarnation of the soul. I have done this by showing that the qualities of living and being dead are different from other universal qualities in that they are only applicable to a small portion of the universe, and the consequent of this is that the universe would not become one, if things which were once alive never become alive again. I also showed that Socrates cannot reference an example of a soul switching between the opposites of life and death as he can other qualities. Therefore, the argument from opposites fails to prove the notion of reincarnation.

Australian Legal Case: The Mabo Case :: Papers

Australian Legal Case: The Mabo Case The Mabo case commenced in the late 70's about an Aborigine Eddie Mabo who fought for his land on Murray Island, part of the Torres Strait. The issue that started the court case was when Mr Mabo appealed for a permit from the Queensland Government to visit the island. His proposal was declineed so he was unable to return home to visit his homeland. In 1981, in James Cook University where Eddie Mabo was working at the time, the students called a discussion on land rights in Australia. It was decided at the conference that the issue of a land claim by the Murray Islanders to traditional title would be taken to the High Court. With major local party support, including legal experts with significant experience in land rights legislation they set off to claim that Mabo had the right to visit his homeland.. The aim of the case was to make the law decide that the Islanders owned the land not the Euopeans [IMAGE] The case was motioned to the High Court at first, however they had to take it to their State Court the Supreme Court of Queensland first. The Queensland Government acted in response and they passed an unexpected piece of legislation through the House without any debate - the Torres Strait Islands Coastal Islands Bill. The Act quoted: 'Any rights that Torres Strait Islanders had to land after the claim of sovereignty in 1879 is hereby extinguished without compensation'. This was how the Mabo case started with an honourable aim. The main aim of the case was to prove that the Queensland Government breached the Bill breached the Racial Discrimination Act of 1975. It was also a case to make the Commonwealth government aware that Native Australians had the right to the so called "terra nullius", the name given to Australia when the Europeans first arrived meaning empty land. The case went back to the Supreme Court of Queensland where Justice Moynihan gave a presentation of the facts of the case.

Summary of Communist Manifesto by Karl Marx Essay -- Karl Marx Communi

Summary of Communist Manifesto by Karl Marx Introduction Karl Marx was born in 1818 into a middle-class, German family. During his studies, Marx was heavily influenced by the philosophy of Hegel. He joined a group called the â€Å"Young Hegelians.† The group, though â€Å"inspired by Hegel, [was] determined to champion the more radical aspects of the old master's system.†[i] Though he was a strong scholar, he got into trouble because of his radical political views.[ii] In 1847, together with fellow German, Freidrich Engels, Marx wrote The Communist Manifesto. The Central Authority of the Communist League approved The Communist Manifesto January of 1848, and the document began printing the next month.[iii] The manifesto was â€Å"inspired by the emergence of the modern working class, [he] developed a wholly new socialist outlook based upon the principle of socialism from below.†[iv] In Marx’s version of socialism, there were two central themes, one of which was that the working class had to libe rate themselves from their oppressors, and the other involved the working people overthrowing their current government to create a new, democratic society for themselves.[v] Summary of Section 1 Marx begins by showing that throughout all of history humans have divided themselves into certain ranks or classes. For example, in the Middle Ages social divisions were â€Å"feudal lords, vassals, guild-masters, journeymen, apprentices, [and] serfs.†[vi] As long as social stratification has existed, one group or groups have been the oppressor while another group or groups have been the oppressed. The fight that exists between the oppressed and the oppressor is destine to end reconstruction of society triggered by revoluti... ...o of Karl Marx and Friedrich Engels.. New York: Russell and Russell, 1963. [vii] Marx [viii] Marx [ix] Marx [x] Marx [xi] Marx [xii] Marx [xiii] Marx [xiv] Marx [xv] Marx [xvi] Marx [xvii] Marx [xviii] Marx [xix] Marx [xx] Marx [xxi] Marx [xxii] Marx [xxiii] Marx [xxiv] Marx [xxv] Marx [xxvi] Brians, Paul. Study Guide for The Communist Manifesto. 15 March 2002 . LINKS TO: http://www.wsu.edu:8080/~brians/hum_303/manifesto.html Study Guide for The Communist Manifesto. http://marxist.org http://www.anu.edu.au/polsci/marx/marx.html http://www.philosophypages.com/ph/marx.htm http://cepa.newschool.edu/het/profiles/marx.htm http://www.classicnote.com/ClassicNotes/Titles/communist/ http://homepages.udayton.edu/~santamar

Forward the Foundation Chapter 28

27 It was a lovely day, neither too warm nor too cold, not too bright nor too gray. Even though the groundskeeping budget had given out years ago, the few straggly perennials lining the steps leading up to the Galactic Library managed to add a cheerful note to the morning. (The Library, having been built in the classical style of antiquity, was fronted with one of the grandest stairways to be found in the entire Empire, second only to the steps at the Imperial Palace itself. Most Library visitors, however, preferred to enter via the gliderail) Seldon had high hopes for the day. Since he and Stettin Palver had been cleared of all charges in their recent assault and battery case, Hari Seldon felt like a new man. Although the experience had been painful, its very public nature had advanced Seldon's cause. Judge Tejan Popjens Lih, who was considered one of, if not the most influential judge on Trantor, had been quite vociferous in her opinion, delivered the day following Rial Nevas's emotional testimony. â€Å"When we come to such a crossroads in our ‘civilized' society,† the judge intoned from her bench, â€Å"that a man of Professor Hari Seldon's standing is made to bear the humiliation, abuse, and lies of his peers simply because of who he is and what he stands for, it is truly a dark day for the Empire. I admit that I, too, was taken in-at first. ‘Why wouldn't Professor Seldon,' I reasoned, ‘resort to such trickery in an attempt to prove his predictions?' But, as I came to see, I was most grievously wrong.† Here the judge's brow furrowed, a dark blue flush began creeping up her neck and into her cheeks. â€Å"For I was ascribing to Professor Seldon motives born of our new society, a society in which honesty, decency, and goodwill are likely to get one killed, a society in which it appears one must resort to dishonesty and trickery merely to survive. â€Å"How far we have strayed from our founding principles. We were lucky this time, fellow citizens of Trantor. We owe a debt of thanks to Professor Hari Seldon for showing us our true selves; let us take his example to heart and resolve to be vigilant against the baser forces of our human nature.† Following the hearing, the Emperor had sent Seldon a congratulatory holo-disc. On it he expressed the hope that perhaps now Seldon would find renewed funding for his Project. As Seldon slid up the entrance gliderail, he reflected on the current status of his Psychohistory Project. His good friend-the former Chief Librarian Las Zenow-had retired. During his tenure, Zenow had been a strong proponent of Seldon and his work. More often than not, however, Zenow's hands had been tied by the Library Board. But, he had assured Seldon, the affable new Chief Librarian, Tryma Acarnio, was as progressive as he himself, and was popular with many factions among the Board membership. â€Å"Hari, my friend,† Zenow had said before leaving Trantor for his home world of Wencory, â€Å"Acarnio is a good man, a person of deep intellect and an open mind. I'm sure he'll do all that he can to help you and the Project. I've left him the entire data file on you and your EncyIopedia; I know he'll be as excited as I about the contribution to humanity it represents. Take care, my friend-I'll remember you fondly.† And so today Hari Seldon was to have his first official meeting with the new Chief Librarian. He was cheered by the reassurances Las Zenow had left with him and he was looking forward to sharing his plans for the future of the Project and the Encyclopedia. Tryma Acarnio stood as Hari entered the Chief Librarian's office. Already he had made his mark on the place; whereas Zenow had stuffed every nook and cranny of the room with holo-discs and tridijournals from the different sectors of Trantor, and a dizzying array of visiglobes representing various worlds of the Empire had spun in midair, Acarnio had swept clear the mounds of data and images that Zenow had liked to keep at his fingertips. A large holoscreen now dominated one wall on which, Seldon presumed, Acarnio could view any publication or broadcast that he desired. Acarnio was short and stocky, with a slightly distracted look-from a childhood corneal correction that had gone awry-that belied a fearsome intelligence and constant awareness of everything going on around him at all times. â€Å"Well, well. Professor Seldon. Come in. Sit down.† Acarnio gestured to a straight-backed chair facing the desk at which he sat. â€Å"It was, I felt, quite fortuitous that you requested this meeting. You see, I had intended to get in touch with you as soon as I settled in.† Seldon nodded, pleased that the new Chief Librarian had considered him enough of a priority to plan to seek him out in the hectic early days of his tenure. â€Å"But, first, Professor, please let me know why you wanted to see me before we move on to my, most likely, more prosaic concerns.† Seldon cleared his throat and leaned forward. â€Å"Chief Librarian, Las Zenow has no doubt told you of my work here and of my idea for an Encyclopedia Galactica. Las was quite enthusiastic, and a great help, providing a private office for me here and unlimited access to the Library's vast resources. In fact, it was he who located the eventual home of the Encyclopedia Project, a remote Outer World called Terminus. â€Å"There was one thing, however, that Las could not provide. In order to keep the Project on schedule, I must have office space and unlimited access granted to a number of my colleagues, as well. It is an enormous undertaking, just gathering the information to be copied and transferred to Terminus before we can begin the actual work of compiling the Encyclopedia. â€Å"Las was not popular with the Library Board, as you undoubtedly are aware. You, however, are. And so I ask you, Chief Librarian: Will you see to it that my colleagues are granted insiders' privileges so that we may continue our most vital work?† Here Hari stopped, almost out of breath. He was sure that his speech, which he had gone over and over in his mind the night before, would have the desired effect. He waited, confident in Acarnio's response. â€Å"Professor Seldon,† Acarnio began. Seldon's expectant smile faded. There was an edge to the Chief Librarian's voice that Seldon had not expected. â€Å"My esteemed predecessor provided me-in exhaustive detail-an explication of your work here at the Library. He was quite enthusiastic about your research and committed to the idea of your colleagues joining you here. As was I, Professor Seldon†-at Acarnio's pause, Seldon looked up sharply-â€Å"at first. I was prepared to call a special meeting of the Board to propose that a larger suite of offices be prepared for you and your Encyclopedists. But, Professor Seldon, all that has now changed.† â€Å"Changed! But why?† â€Å"Professor Seldon, you have just finished serving as principal defendant in a most sensational assault and battery case.† â€Å"But I was acquitted,† Seldon broke in. â€Å"The case never even made it to trial.† â€Å"Nonetheless, Professor, your latest foray into the public eye has given you an undeniable-how shall I say it?-tinge of ill repute. Oh yes, you were acquitted of all charges. But in order to get to that acquittal, your name, your past, your beliefs, and your work were paraded before the eyes of all the worlds. And even if one progressive right-thinking judge has proclaimed you faultless, what of the millions-perhaps billions-of other average citizens who see not a pioneering psychohistorian striving to preserve his civilization's glory but a raving lunatic shouting doom and gloom for the great and mighty Empire? â€Å"You, by the very nature of your work, are threatening the essential fabric of the Empire. I don't mean the huge, nameless, faceless, monolithic Empire. No, I am referring to the heart and soul of the Empire-its people. When you tell them the Empire is failing, you are saying that they are failing. And this, my dear Professor, the average citizen cannot face. â€Å"Seldon, like it or not, you have become an object of derision, a subject of ridicule, a laughingstock.† â€Å"Pardon me, Chief Librarian, but for years now I have been, to some circles, a laughingstock.† â€Å"Yes, but only to some circles. But this latest incident-and the very public forum in which it was played out-has opened you up to ridicule not only here on Trantor but throughout the worlds. And, Professor, if, by providing you an office, we, the Galactic Library, give tacit approval to your work, then, by inference, we, the Library, also become a laughingstock throughout the worlds. And no matter how strongly I may personally believe in your theory and your Encyclopedia, as Chief Librarian of the Galactic Library on Trantor, I must think of the Library first. â€Å"And so, Professor Seldon, your request to bring in your colleagues is denied.† Hari Seldon jerked back in his chair as if struck. â€Å"Further,† Acarnio continued, â€Å"I must advise you of a two-week temporary suspension of all Library privileges-effective immediately. The Board has called that special meeting, Professor Seldon. In two weeks' time we will notify you whether or not we've decided that our association with you must be terminated.† Here, Acarnio stopped speaking and, placing his palms on the glossy, spotless surface of his desk, stood up. â€Å"That is all, Professor Seldon-for now.† Hari Seldon stood as well, although his upward movement was not as smooth, nor as quick, as Tryma Acarnio's. â€Å"May I be permitted to address the Board?† asked Seldon. â€Å"Perhaps if I were able to explain to them the vital importance of psychohistory and the Encyclopedia-â€Å" â€Å"I'm afraid not, Professor,† said Acarnio softly and Seldon caught a brief glimmer of the man Las Zenow had told him about. But, just as quickly, the icy bureaucrat was back as Acarnio guided Seldon to the door. As the portals slid open, Acarnio said, â€Å"Two weeks, Professor Seldon. Till then.† Hari stepped through to his waiting skitter and the doors slid shut. What am I going to do now? wondered Seldon disconsolately. Is this the end of my work? 28 â€Å"Wanda dear, what is it that has you so engrossed?† asked Hari Seldon as he entered his granddaughter's office at Streeling University. The room had been the office of the brilliant mathematician Yugo Amaryl, whose death had impoverished the Psychohistory Project. Fortunately, Wanda had gradually taken over Yugo's role in recent years, further refining and adjusting the Prime Radiant. â€Å"Why, I'm working on an equation in Section 33A2D17. See, I've recalibrated this section†-she gestured to a glowing violet patch suspended in midair in front of her face-‘taking into consideration the standard quotient and-There! Just what I thought-I think.† She stepped back and rubbed her eyes. â€Å"What is it, Wanda?† Hari moved in closer to study the equation. â€Å"Why, this looks like the Terminus equation and yet†¦ Wanda, this is an inverse of the Terminus equation, isn't it?† â€Å"Yes, Grandpa. See, the numbers weren't working quite right in the Terminus equation-look.† Wanda touched a contact in a recessed wallstrip and another patch sprang to life in vivid red on the other side of the room. Seldon and Wanda walked over to inspect it. â€Å"You see how it's all hanging together fine now, Grandpa? It's taken me weeks to get it this way.† â€Å"How did you do it?† asked Hari, admiring the equation's lines, its logic, its elegance. â€Å"At first, I concentrated on it from over here only. I blocked out all else. In order to get Terminus to work, work on Terminus-stands to reason, doesn't it? But then I realized that I couldn't just introduce this equation into the Prime Radiant system and expect it to blend right in smoothly, as if nothing happened. A placement means a displacement somewhere else. A weight needs a counterweight.† â€Å"I think the concept to which you are referring is what the ancients called ‘yin and yang.' â€Å" â€Å"Yes, more or less. Yin and yang. So, you see, I realized that to perfect the yin of Terminus, I had to locate its yang. Which I did, over there.† She moved back to the violet patch, tucked away at the other edge of the Prime Radiant sphere. â€Å"And once I adjusted the figures here, the Terminus equation fell into place as well. Harmony!† Wanda looked pleased with herself, as if she'd solved all the problems of the Empire. â€Å"Fascinating, Wanda, and later on you must tell me what you think it all means for the Project. But right now you must come with me to the holoscreen. I received an urgent message from Santanni a few minutes ago. Your father wants us to call him immediately.† Wanda's smile faded. She had been alarmed at the recent reports of fighting on Santanni. As Imperial budget cutbacks went into effect, the citizens of the Outer Worlds suffered most. They had limited access to the richer, more populous Inner Worlds and it became more and more difficult to trade their worlds' products for much needed imports. Imperial hyperships going in and out of Santanni were few and the distant world felt isolated from the rest of the Empire. Pockets of rebellion had erupted throughout the planet. â€Å"Grandfather, I hope everything's all right,† said Wanda, her fear revealed by her voice. â€Å"Don't worry, dear. After all, they must be safe if Raych was able to send us a message.† In Seldon's office, he and Wanda stood before the holoscreen as it activated. Seldon punched a code on the keypad alongside the screen and they waited a few seconds for the intragalactic connection to be established. Slowly the screen seemed to stretch back into the wall, as if it were the entrance to a tunnel-and out of the tunnel, dimly at first, came the familiar figure of a stocky powerfully built man. As the connection sharpened, the man's features became clearer. When Seldon and Wanda were able to make out Raych's bushy Dahlite mustache, the figure sprang to life. â€Å"Dad! Wanda!† said Raych's three-dimensional hologram, projected to Trantor from Santanni. â€Å"Listen, I don't have much time.† He flinched, as if startled by a loud noise. â€Å"Things have gotten pretty bad here. The government has fallen and a provisional party has taken over. Things are a mess, as you can imagine. I just put Manella and Bellis on a hypership to Anacreon. I told them to get in touch with you from there. The name of the ship is the Arcadia VII. â€Å"You should have seen Manella, Dad. Mad as anything that she had to go. The only way I was able to convince her to leave was to point out that it was for Bellis's sake. â€Å"I know what you're thinking, Dad and Wanda. Of course I would have gone with them-if I could have. But there wasn't enough room. You should've seen what I had to go through just to get them onto the ship.† Raych flashed one of his lopsided grins that Seldon and Wanda loved so much, then continued. â€Å"Besides, since I'm here, I have to help guard the University-we may be part of the Imperial University system, but we're a place of learning and building, not of destruction. I tell you, if one of those hot-headed Santanni rebels comes near our stuff-â€Å" â€Å"Raych,† Hari broke in, â€Å"How bad is it? Are you close to the fighting?† â€Å"Dad, are you in danger?† asked Wanda. They waited a few seconds for their message to travel the nine thousand parsecs across the Galaxy to Raych. â€Å"I-I-I couldn't quite make out what you said,† the hologram replied. â€Å"There's a bit of fighting going on. It's sort of exciting, actually,† Raych said, breaking into that grin again. â€Å"So I'm going to sign off now. Remember, find out what happened to the Arcadia VII going to Anacreon. I'll be back in touch as soon as I'm able. Remember, I-† The transmission broke off and the hologram faded. The holoscreen tunnel collapsed in on itself so that Seldon and Wanda were left staring at a blank wall. â€Å"Grandpa,† said Wanda, â€Å"what do you think he was going to say?† â€Å"I have no idea, dear. But there is one thing I do know and that is that your father can take care of himself. I pity any rebel who gets near enough for a well-placed Twist-kick from your dad! Come, let's get back to that equation and in a few hours we'll check on the Arcadia VII.† *** â€Å"Commander, have you no idea what happened to the ship?† Hari Seldon was again engaged in intragalactic conversation, but this time it was with an Imperial navy commander stationed at Anacreon. For this communication, Seldon was making use of the visiscreen-much less realistic than the holoscreen but also much simpler. â€Å"I'm telling you, Professor, that we have no record of that hypership requesting permission to enter the Anacreonic atmosphere. Of course, communications with Santanni have been broken for several hours and sporadic at best for the last week. It is possible that the ship tried to reach us on a Santanni-based channel and could not get through, but I doubt it. â€Å"No, it's more likely that the Arcadia VII changed destination. Voreg, perhaps, or Sarip. Have you tried either of those worlds, Professor?† â€Å"No,† said Seldon wearily, â€Å"but I see no reason if the ship was bound for Anacreon that it would not go to Anacreon. Commander, it is vital that I locate that ship.† â€Å"Of course,† the commander ventured, â€Å"the Arcadia VII might not have made it. Out safely, I mean. There's a lot of fighting going on. Those rebels don't care who they blow up. They just train their lasers and pretend it's the Emperor Agis they're blasting. I tell you, it's a whole different game out here on the fringe, Professor.† â€Å"My daughter-in-law and granddaughter are on that ship, Commander,† Seldon said in a tight voice. â€Å"Oh, I'm sorry, Professor,† said an abashed commander. â€Å"I'll be in touch with you as soon as I hear anything.† Dispiritedly Hari closed the visiscreen contact. How tired I am, he thought. And, he mused, I'm not surprised-I've known that this would come for nearly forty years. Seldon chuckled bitterly to himself. Perhaps that commander had thought he was shocking Seldon, impressing him with the vivid detail of life â€Å"on the fringe.† But Seldon knew all about the fringe. And as the fringe came apart, like a piece of knitting with one loose thread, the whole piece would unravel to the core: Trantor. Seldon became aware of a soft buzzing sound. It was the door signal. â€Å"Yes?† â€Å"Grandpa,† said Wanda, entering the office, â€Å"I'm scared.† â€Å"Why, dear?† asked Seldon with concern. He didn't want to tell her yet what he had learned-or hadn't learned-from the commander on Anacreon. â€Å"Usually, although they're so far away, I feel Dad and Mom and Bellis-feel them in here†-she pointed to her head-â€Å"and in here†-she placed her hand over her heart. â€Å"But now, today, I don't feel them-it feels less, as if they're fading, like one of the dome bulbs. And I want to stop it. I want to pull them back, but I can't.† â€Å"Wanda, I really think this is merely a product of your concern for your family in light of the rebellion. You know that uprisings occur all over the Empire all the time-little eruptions to let off steam. Come now, you know that chances of anything happening to Raych, Manella, or Bellis are vanishingly small. Your dad will call any day to say all is well; your mom and Bellis will land on Anacreon at any moment and enjoy a little vacation. We are the ones to be pitied-we're stuck here up to our ears in work! So, sweetheart, go to bed and think only good thoughts. I promise you, tomorrow, under the sunny dome, things will look much better.† â€Å"All right, Grandpa,† said Wanda, not sounding entirely convinced. â€Å"But tomorrow-if we haven't heard by tomorrow-we'll have to-to-â€Å" â€Å"Wanda, what can we do, except wait?† asked Hari, his voice gentle. Wanda turned and left, the weight of her worries showing in the slope of her shoulders. Hari watched her go, finally allowing his own worries to come to the surface. It had been three days since the hologram transmission from Raych. Since then-nothing. And today the naval commander at Anacreon denied ever having heard of a ship called Arcadia VII Hari had tried earlier to get through to Raych on Santanni, but all communication beams were down. It was as if Santanni-and the Arcadia VII-had simply broken off from the Empire, like a petal from a flower. Seldon knew what he had to do now. The Empire might be down, but it was not out. Its power, when properly wielded, was still awesome. Seldon placed an emergency transmission to Emperor Agis XIV. 29 â€Å"What a surprise-my friend Hari!† Agis's visage beamed at Seldon through the holoscreen. â€Å"I am glad to hear from you, although you usually request the more formal personal audience. Come, you've piqued my interest. Why the urgency?† â€Å"Sire,† began Seldon, â€Å"my son, Raych, and his wife and daughter live on Santanni.† â€Å"Ah, Santanni,† the Emperor said as his smile faded. â€Å"A bunch of misguided wretches if I eve -â€Å" â€Å"Sire, please,† broke in Seldon, surprising both the Emperor and himself with this flagrant breach of Imperial protocol. â€Å"My son was able to get Manella and Bellis onto a hypership, the Arcadia VII, bound for Anacreon. He, however, had to remain. That was three days ago. The ship has not landed at Anacreon. And my son seems to have disappeared. My calls to Santanni have gone unanswered and now the communication beams are broken. â€Å"Please, Sire, can you help me?† â€Å"Hari, as you know, officially all ties between Santanni and Trantor have been severed. However, I still hold some influence in selected areas of Santanni. That is, there are still a few loyal to me who have not yet been found out. Although I cannot make direct contact with any of my operatives on that world, I can share with you any reports I receive from there. These are, of course, highly confidential, but considering your situation and our relationship, I will allow you access to those pieces that might interest you. â€Å"I am expecting another dispatch within the hour. If you like, I'll recontact you when it arrives. In the meantime, I'll have one of my aides go over all transmissions from Santanni for the past three days to look for anything pertaining to Raych, Manella, or Bellis Seldon.† â€Å"Thank you, Sire. I thank you most humbly.† And Hari Seldon dipped his head as the Emperor's image faded from the holoscreen. Sixty minutes later Hari Seldon was still sitting at his desk, waiting to hear from the Emperor. The past hour had been one of the most difficult he had ever spent, second only to the hours after Dors's destruction. It was the not knowing that did Hari in. He had made a career of knowing-the future as well as the present. And now he had no idea at all about three of the people most precious to him. The holoscreen buzzed softly and Hari pressed a contact in response. Agis appeared. â€Å"Hari,† began the Emperor. From the soft slow sadness in his voice, Hari knew this call brought bad news. â€Å"My son,† said Hari. â€Å"Yes,† replied the Emperor. â€Å"Raych was killed, earlier today, in a bombardment on Santanni University. I've learned from my sources that Raych knew the attack was coming but refused to desert his post. You see, a good number of the rebels are students and Raych felt that if they knew that he was still there, they would never†¦ But hate overcame all reason. â€Å"The University is, you see, an Imperial University. The rebels feel they must destroy all things Imperial before rebuilding anew. The fools! Why-† And here Agis stopped, as if suddenly realizing that Seldon did not care about Santanni University or the plans of the rebels-not right now, at least. â€Å"Hari, if it makes you feel any better, remember that your son died in defense of knowledge. It was not the Empire Raych fought and died for but humanity itself.† Seldon looked up out of tear-filled eyes. Weakly he asked, â€Å"And Manella and little Bellis? What of them? Have you found the Arcadia Hl?† â€Å"That search has proved fruitless, Hari. The Arcadia VII left Santanni, as you were told. But it seems to have disappeared. It may have been hijacked by rebels or it may have made an emergency detour-at this point, we just don't know.† Seldon nodded. â€Å"Thank you, Agis. Although you have brought me tragic news, at least you have brought it. Not knowing was worse. You are a true friend.† â€Å"And so, my friend,† said the Emperor, â€Å"I'll leave you to yourself now-and your memories.† The Emperor's image faded from the screen as Hari Seldon folded his arms in front of him on his desk, put his head down, and wept. 30 Wanda Seldon adjusted the waistband of her unisuit, pulling it a little tighter around her middle. Taking up a hand hoe, she attacked some weeds that had sprung up in her small flower garden outside the Psychohistory Building at Streeling. Generally Wanda spent the bulk of her time in her office, working with her Prime Radiant. She found solace in its precise statistical elegance; the unvarying equations were somehow reassuring in this Empire gone so crazy. But when thoughts of her beloved father, mother, and baby sister became too much to bear, when even her research could not keep her mind off the horrible losses she'd so recently undergone, Wanda invariably found herself out here, scratching at the terraformed ground, as if coaxing a few plants to life might somehow, in some tiny measure, ameliorate her pain. Since her father's death a month ago and the disappearance of Manella and Bellis, Wanda, who had always been slim, had been losing weight. Whereas a few months ago Hari Seldon would have been concerned over his darling granddaughter's loss of appetite, now he, stuck in his own grief, seemed not to notice. A profound change had come over Hari and Wanda Seldon-and the few remaining members of the Psychohistory Project. Hari seemed to have given up. He now spent most of his days sitting in an armchair in the Streeling solarium, staring out at the University grounds, warmed by the bright bulbs overhead. Occasionally Project members told Wanda that his bodyguard, a man named Stettin Palver, would badger Seldon into a walk out under the dome or try to engage him in a discussion of the future direction of the Project. Wanda retreated deeper into her study of the Prime Radiant's fascinating equations. She could feel the future her grandfather had worked so hard to achieve finally taking shape, and he was right: The Encyclopedists must be established on Terminus; they would be the Foundation. And Section 33A2D17-in it Wanda could see what Seldon referred to as the Second, or secret, Foundation. But how? Without Seldon's active interest, Wanda was at a loss as to how to proceed. And her sorrow over the destruction of her family cut so deep that she didn't seem to have the strength to figure it out. The members of the Project itself, those fifty or so hardy souls who remained, continued their work as well as possible. The majority were Encyclopedists, researching the source materials they would need to copy and catalogue for their eventual move to Terminus-when and if they gained full access to the Galactic Library. At this point, they were working on faith alone. Professor Seldon had lost his private office at the Library, so the prospects of any other Project member gaining special access were slim. The remaining Project members (other than the Encyclopedists) were historical analysts and mathematicians. The historians interpreted past and current human actions and events, turning their findings over to the mathematicians, who in turn fit those pieces into the great Psychohistorical Equation. It was long painstaking work. Many Project members had left because the rewards were so few-psychohistorians were the butt of many jokes on Trantor and limited funds had forced Seldon to enact drastic pay cuts. But the constant reassuring presence of Hari Seldon had-till now-overcome the difficult working conditions of the Project. Indeed, the Project members who had stayed on had, to a person, done so out of respect and devotion to Professor Seldon. Now, thought Wanda Seldon bitterly, what reason is left for them to stay? A light breeze blew a piece of her blond hair across her eyes; she pushed it back absentmindedly and continued her weeding. â€Å"Miss Seldon, may I have a moment of your time?† Wanda turned and looked up. A young man-she judged him to be in his early twenties-stood on the gravel path next to her. She immediately sensed him to be strong and fearsomely intelligent. Her grandfather had chosen wisely. Wanda rose to speak with him. â€Å"I recognize you. You are my grandfather's bodyguard, are you not? Stettin Palver, I believe?† â€Å"Yes, that's correct, Miss Seldon,† Palver said and his cheeks reddened slightly, as if he were pleased that so pretty a girl should have given him any notice. â€Å"Miss Seldon, it is your grandfather I'd like to talk to you about. I'm very worried about him. We must do something.† â€Å"Do what, Mr. Palver? I am at a loss. Since my father†-she swallowed hard, as if she were having difficulty speaking-â€Å"died and my mother and sister disappeared, it is all I can do to get him out of bed in the morning. And to tell you the truth, it has affected me very deeply as well. You understand, don't you?† She looked into his eyes and knew that he did. â€Å"Miss Seldon,† Palver said softly, â€Å"I am terribly sorry about your losses. But you and Professor Seldon are alive and you must keep working at psychohistory. The professor seems to have given up. I was hoping that maybe you-we-could come up with something to give him hope again. You know, a reason to go on.† Ah, Mr. Palver, thought Wanda, maybe Grandpa has it right. I wonder if there truly is any reason to go on. But she said, â€Å"I'm sorry, Mr. Palver, I can think of nothing.† She gestured toward the ground with her hoe. â€Å"And now, as you can see, I must get back to these pesky weeds.† â€Å"I don't think your grandfather has got it right. I think there truly is a reason to go on. We just have to find it.† The words struck her with full force. How had he known what she had been thinking? Unless-â€Å"You can handle minds, can't you?† Wanda asked, holding her breath, as if afraid to hear Palver's response. â€Å"Yes, I can,† the young man replied. â€Å"I always have, I think. At least, I can't remember not doing it. Half the time I'm not even consciously aware of it-I just know what people are thinking-or have thought. â€Å"Sometimes,† he continued, encouraged by the understanding he felt emanating from Wanda, â€Å"I get flashes of it coming from someone else. It's always in a crowd, though, and I can't locate whoever it is. But I know there are others like me-us-around.† Wanda grabbed Palver's hand excitedly, her gardening tool tossed to the ground, forgotten. â€Å"Have you any idea what this might mean? For Grandpa, for psychohistory? One of us alone can do only so much, but both of us together-† Wanda started walking into the Psychohistory Building, leaving Palver standing on the gravel path. Almost to the entrance she stopped and turned. Come, Mr. Palver, we must tell my grandfather, Wanda said without opening her mouth. Yes, I suppose we should, answered Palver as he joined her. 31 â€Å"Do you mean to say I have been searching Trantor-wide for someone with your powers, Wanda, and he's been here with us for the past few months and we never knew it?† Hari Seldon was incredulous. He had been dozing in the solarium when Wanda and Palver shook him awake to give him their amazing news. â€Å"Yes, Grandpa. Think about it. I've never had occasion to meet Stettin. Your time with him has primarily been away from the Project and I spend the majority of my time closeted in my office, working with the Prime Radiant. When would we have met? In fact, the one time our paths did cross, the results were most significant.† â€Å"When was that?† asked Seldon, searching his memory. â€Å"Your last hearing-before Judge Lih,† Wanda replied immediately. â€Å"Remember the eyewitness who swore that you and Stettin had attacked those three muggers? Remember how he broke down and told the truth-and even he didn't seem to know why. But Stettin and I have pieced it together. We were both pushing Rial Nevas to come clean. He had been very steadfast in his original claim; I doubt that either one of us would have been able to push him alone. But together†-she stole a shy glance at Palver, who was standing off to the side-â€Å"our power is awesome!† Hari Seldon took all this in and then made as if to speak. But Wanda continued. â€Å"In fact, we plan to spend the afternoon testing our mentalic abilities, separately and together. From the little we've discovered so far, it seems as if Stettin's power is slightly lower than mine-perhaps a five on my rating scale. But his five, combined with my seven, gives us a twelve! Think of it, Grandpa. Awesome!† â€Å"Don't you see, Professor?† Palver spoke up. â€Å"Wanda and I are that breakthrough you're looking for. We can help you convince the worlds of the validity of psychohistory, we can help find others like us, we can help put psychohistory back on track.† Hari Seldon gazed up at the two young people standing in front of him. Their faces were aglow with youth and vigor and enthusiasm and he realized it did his old heart good. Perhaps all was not lost, after all. He had not thought he would survive this latest tragedy, the death of his son and the disappearance of his son's wife and child, but now he could see that Raych lived on in Wanda. And in Wanda and Stettin, he now knew, lived the future of the Foundation. â€Å"Yes, yes,† agreed Seldon nodding forcefully. â€Å"Come you two, help me up. I must get back to my office to plan our next step.†