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In today’s post we’re going to talk about geometric figures that, without us noticing, play a much bigger role in our lives than we think. We’ve looked at different geometric shapes in previous posts, you can see them here.
How many geometric shapes can you find?
Let’s look at some of them:
A Triangle is a polygon that is formed from 3 points joined by straight lines. The points where the lines intersect are the vertices, and the segments make up the sides.
In this case, we’ve can see an Isosceles Triangle on the roof of the Smartick school. Isosceles Triangles have two equal sides, and two equal angles.
A Circle is a geometric figure that is made by drawing a line in the shape of a curve, so it is always the same distance from a point that we call the center.
You can find more information about the circle here.
A Trapezoid is a polygon with four sides, but none of its sides are parallel to each other. Trapezoids can be symmetrical or asymmetrical, depending on its characteristics.
In this case, the kite is a symmetrical trapezoid. These trapezoids have two pairs of equal sides and one of these pairs of sides is smaller than the other.
An Octagon is a polygon with eight sides. A regular octagon is a polygon that has eight equal sides and eight equal angles. The sum of the interior angles of an octagon is always 1080º. Depending on the sizes of their interior angles, octagons can also be arranged into convex octagons, which have obtuse interior angles (bigger than 180º), or irregular octagons, which can have sides and angles that are not equal, as well as both concave and convex angles.
A Rectangle is a four-sided polygon, with two pairs of equal sides. Its angles are all 90 degrees.
A Square is a four-sided polygon. All of its sides are equal, and all its angles are 90 degrees.
We’ve found lots of geometric figures!!
I’m sure you can find many more… Sign up for a free trial at Smartick today!
Learn More: | https://www.smartickmethod.com/blog/math/geometry/discover-geometric-figures/ |
Instructions: Answer all questions to get your test result.
1) A triangle with three sides of equal length, and three angles of equal measures
A
equilateral
B
right
C
isosceles
D
scalene
2) A triangle in which two sides are of equal length, and two angles have the same measure
A
scalene
B
equilateral
C
isosceles
D
right
3) A triangle in which all three sides have different lengths, and all three angles have different measures
A
right
B
equilateral
C
scalene
D
isosceles
4) A triangle with one angle measuring 90 degrees
A
equilateral
B
isosceles
C
right
D
scalene
5) having exactly the same size and shape
A
congruent
B
obtuse
C
perpendicular
D
parallel
6) a closed figure, made up of straight sides that do not overlap
A
circle
B
ray
C
angle
D
polygon
7) a polygon in which all sides are the same length, and all angles have the same measure
A
scalene polygon
B
irregular polygon
C
regular polygon
D
semi-regular polygon
8) lines that are always the same distance apart, and never intersect
A
arc
B
reflex
C
perpendicular
D
parallel
9) lines that intersect to form four right angles
A
parallel
B
perpendicular
C
vertical
D
horizontal
10) a four sided polygon
A
pentagon
B
hexagon
C
quadrilateral
D
octagon
11) a five sided polygon
A
decagon
B
octagon
C
hexagon
D
pentagon
12) a six sided polygon
A
pentagon
B
octagon
C
heptagon
D
hexagon
13) an eight sided polygon
A
pentagon
B
hexagon
C
decagon
D
octagon
14) an angle measuring less than 90 degrees
A
reflex
B
right
C
acute
D
obtuse
15) an angle measuring greater than 90 degrees, but less than 180 degrees
A
reflex
B
obtuse
C
acute
D
right
16) an angle measuring exactly 90 degrees
A
reflex
B
obtuse
C
acute
D
right
17) an angle measuring more than 180 degrees
A
obtuse
B
acute
C
reflex
D
right
18) a quadrilateral with two pairs of parallel sides
A
trapezoid
B
parallelogram
C
kite
D
pentagon
19) a quadrilateral with one pair of parallel sides
A
parallelogram
B
square
C
trapezoid
D
hexagon
20) point where two lines meet to form an angle
A
end point
B
coordinate
C
vertex
D
apex
*select an answer for all questions
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Continued
Polygons
Any plane figure bound by straight sides is a
polygon.
This definition
includes triangles and
quadrilaterals
. Polygons having equal sides and equal
angles are called
regular polygons
(including
equilateral triangles
and
squares) and can be constructed by inscribing in or circumscribing around a
circle or square, a technique covered later in this chapter. The following list
shows how the names of the regular polygons change with the number of
sides:
Sides
Name
3
Triangle
4
Square
5
Pentagon
6
Hexagon
7
Heptagon
8
Octagon
9
Nonagon
10
Decagon
12
Dodecagon
Figure 2-6 shows regular polygons.
Figure 2-6.
Regular polygons.
Continued on next page
2-8
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Common terms and phrases
ABCD altitude axis base bisect called centre chord circle circumference circumscribed common cone congruent construct contained conversely corresponding cylinder diagonals diameter difference dihedrals direction distance divided draw edges element equal equally distant equations EXERCISE extremities face angles fall figure follows formed four given gives greater hence HYPOTH included inscribed intersection joining lateral less lines drawn locus manner measure meet number of sides opposite sides parallel parallelogram pass perpendicular plane polar pole polygon polyhedral polyhedron position prism Problem PROOF proportional PROVED pyramid radii radius regular respectively right angles SCHOLIUM segments shown sides similar solid SOLUTION sphere spherical square straight line supplements surface symmetrical tangent Theorem third triangle triangle ABC vertex vertices volume
Popular passages
Page 19 - IF two triangles have two sides of the one equal to two sides of the...
Page 34 - A Circle is a plane figure bounded by a curved line every point of which is equally distant from a point within called the center.
Page 14 - A Polygon of three sides is called a triangle ; one of four sides, a quadrilateral; one of five sides, a pentagon; one of six sides, a hexagon; one of seven sides, a heptagon; one of eight sides, an octagon ; one of ten sides, a decagon ; one of twelve sides, a dodecagon, &c.
Page 75 - The square described on the hypothenuse of a rightangled triangle is equal to the sum of the squares described on the other two sides.
Page 170 - Two prisms are to each other as the products of their bases by their altitudes ; prisms having equivalent bases are to each other as their altitudes; prisms having equal altitudes are to each other as their bases ; prisms having equivalent bases and equal altitudes are equivalent.
Page 69 - Two triangles, which have an angle of the one equal to an angle of the other, and the sides containing those angles proportional, are similar. | https://books.google.com.jm/books?id=wSMAAAAAYAAJ&lr=&source=gbs_book_other_versions_r&cad=2 |
Any polygon has the same number of angles as its sides.
no
does a polygon usually have more sides or more angles
A polygon hasthree or more straight sides (and no sides which are not straight);the same number of vertices;an enclosed plane area.
Any regular polygon with more than 4 sides with have all its corners (vertices) equal. Furthermore, an irregrular polygon with more than four sides can always have four equal vertices.
A polygon always has the same number of sides and angles.
Polygons of 6 or more sides have more than 5 vertices such as an octagon which has 8 vertices
A cube is not a polygon.
No. A polygon has exactly the same number of angles as sides.
the sides and the angles are the same
More sides"poly-" = many"-gon" = sides
A polygon may have many more than four sides, a triangle has only three vertices. | https://math.answers.com/Q/Does_a_polygon_usually_have_more_sides_or_more_vertices |
Octagon is a polygon that has eight sides.
A regular octagon is a closed figure with sides of the same length and internal angles of the same size. ... more
The law of sines, sine law, sine formula, or sine rule relates the sine of an angle to the opposite side of an arbitrary triangle and the diameter of the ... more
Median of a triangle is a line segment joining a vertex to the midpoint of the opposing side. Every triangle has exactly three medians, one from each ... more
In geometry, Bretschneider’s formula is the shown expression for the area of a general quadrilateral. | https://www.fxsolver.com/browse/?like=2342&p=5 |
:
math
,
geometry
Instructions:
Answer 50 questions in 15 minutes.
If you are not ready to take this test, you can
study here
.
Match each statement with the correct term.
Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.
This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. A polygon with congruent sides and angles.
heptagon
square
regular polygon
reflex angle
2. A parallelogram with opposite sides congruent and 4 right angles
rhombus
congruent line segments
ray
rectangle
3. 3 congruent angles
congruent triangles
complementary angles
equilateral triangle
decagon
4. measures greater than 180 degrees
isosceles triangle
nonagon
reflex angle
triangle sum theorem
5. 1 obtuse angle
obtuse triangle
x axis
polygon
scalene triangle
6. 6 sides
hexagon
triangle sum theorem
y axis
octagon
7. lines in a plane that never intersect
radius
regular tessellation
perpendicular lines
parallel lines
8. A rectangle having all sides congruent
square
rotation
line
trapezoid
9. 11 sides
complementary angles
rhombus
polygon
hendecagon
10. the distance across a circle
diameter
right triangle
quadrilateral
translation
11. line segments have the same length
regular polygon
plane
acute triangle
congruent line segments
12. A figure can be rotated less than 360 degrees around a central point and coincide with the original figure.
x axis
hexagon
nonagon
rotational symmetry
13. 12 sides
congruent line segments
dodecagon
line
intersecting lines
14. 8 sides
octagon
line
hexagon
right triangle
15. A part of a line between 2 end points
dodecagon
equilateral triangle
line segment
acute angle
16. 1 right angle
x axis
rotation
right triangle
pentagon
17. A part of a line that begins at one point and extends without end in one direction
regular tessellation
ray
similar triangle
y axis
18. have angles of equal measures
similar triangle
parallelogram
diameter
equilateral triangle
19. The theorem that states that the measures of the angles in a trianlge add up to 180 degrees.
plane
triangle sum theorem
rotational symmetry
point
20. measures less than 90 degrees
right triangle
dodecagon
acute angle
regular tessellation
21. 5 sides
point
decagon
diameter
pentagon
22. lines that are not in the same plan and to not intersect
heptagon
skew lines
congruent triangles
chord
23. measures 180 degrees
straight angle
congruent line segments
obtuse angle
plane
24. 4 sides
radius
y axis
quadrilateral
diameter
25. sum of the measurement of 2 angles is 90 degrees
straight angle
perpendicular lines
complementary angles
reflex angle
26. share the same center
regular polygon
parallel lines
rotational symmetry
concentric circles
27. A slide
trapezoid
triangle sum theorem
rotation
translation
28. At least 2 congruent sides
chord
isosceles triangle
diameter
dodecagon
29. A closed plane figure formed by line segments
hendecagon
nonagon
trapezoid
polygon
30. A parallelogram with all sides congruent
diameter
triangle sum theorem
rhombus
square
31. measures 90 degrees
concentric circles
diameter
right angle
congruent line segments
32. An exact location in space
heptagon
point
nonagon
equilateral triangle
33. 10 sides
line segment
acute angle
decagon
congruent line segments
34. have sides of equal length
translation
congruent triangles
obtuse triangle
acute angle
35. measures greater than 90 degrees but less than 180 degrees
point
ray
right triangle
obtuse angle
36. where any 2 points meet on a circle
intersecting lines
x axis
chord
obtuse angle
37. A flip
x axis
nonagon
perpendicular lines
reflection
38. the horizontal axis
trapezoid
reflex angle
x axis
reflection
39. A regular polygon is repeated to fill a plane. | https://basicversity.com/quiz/geometric-properties |
Basic Geometry in 6th grade is science deals with points, lines, curves, shapes, distances, angles, sides, degrees etc. of each and every object or building or structures we see in our day to day life.
Here we shall discuss about the basic understanding of things to enable us study different shapes and complicated arrangements using numbers at later stage.
Basic Geometry includes the following
- Points
- Lines
- Line segments
- Rays
- Curves
- Shapes
- Sides
- Angles
Point – Point is nothing but a small dot. This is similar to full stop that we use after completing a sentence…………………… Just for understanding i had used many dots after the word sentence.
Types of Lines in geometry –
Line – Line is something as shown here below and is continuous and can be of any length but is straight.
Intersecting Lines – when two lines cross each other or intersect, they are called intersecting lines.
Best example is alphabet “X”.
Parallel Lines – When two lines never cross or intersect each other, they are parallel lines.
Example is number II.
Line Segment – Segment means a portion of something. This is indicated by two points on the line and the line in between these two points is line segment.
Ray – Ray is a line with one point or one end and it is continuous at other end.
Best example are sun rays … Starts at point and rays continuous indefinitely.
Curves – Any thing drawn which is not straight is called a curve. Any random shape
Example – Umbrella
Shapes : –
All the regular shapes which we learnt are geometric shapes. To name a few
- Circle
- Square
- Rectangle
- Square
From the above shapes we can observe the following
- circle has no sides and have no line segments.
- Square has 4 sides or 4 faces and all sides are line segments and are equal.
- Rectangle has 4 sides and all sides are line segments and only any two sides are equal.
- Triangle has 3 sides and all sides are line segments.
- A shape with 4 sides and all are unequal is called Quadrilateral.
Angle :- Angle is relation between two line segments in geometry and is measured in degrees.
Please refer angle is marked in the figure of rectangle. If we study the figure we can note the following
- Rectangle is made of 4 line segments i.e AB , BC , CD and DA
- Line segments AB BC CD and DA are 4 sides of rectangle.
- AB and CD are equal (since two sides of rectangle are equal)
- Similarly AD and BC are equal (Since two sides of rectangle are equal)
- There are 4 angles at the intersection of line segments.
- 1 angle is marked and denoted as ADC in above rectangle figure means always the angle is at D which is intersection of rays AD and CD.
Measurement of angles
From the above figure we can infer or rather say that both square and rectangle has 4 angles and all are 90 degree angles at 4 corners.
A triangle has 3 angles they can be any 60:60:60, or may be 30:60:90 or may be any angle but the confirmation is always the sum of 3 angles in a triangle is 180 degrees.
Types of triangles based on sides
Equilateral triangle :- A triangle which has all equal sides (length of side).
Isosceles triangle : – A triangle which has two equal sides.
Scalene Triangle : – A triangle which has all sides unequal.
POLYGON
Polygon is a closed shape with 3 or more than 3 sides. We saw some above like square, triangle and rectangle. Lets see some more geometry shapes
Quadrilateral :- Quadrilateral is a a shape with four sides . We know square and rectangular shapes which are quadrilateral. Another 3 are here below
- Rhombus
- Trapezium
- Parallelogram
How to recognize them ??
Note : – Shapes can also be defined by the number of sides it has
- Triangle has 3 sides
- Square and rectangle has 4 sides.
- Quadrilateral has 4 sides
- Pentagon has 5 sides
- Hexagon has 6 sides
- Heptagon has 7 sides
- Octagon has 8 sides
- Nonagon has 9 sides
- Decagon has 10 sides
Till now we have seen shapes in 2 dimensions i.e length and width i.e two sides.
Lets learn 3 dimension shapes, the best example is Dice which has dots on all faces from 1 to 6. | https://www.mylearnings.in/6th-grade-math-geometry/ |
This is a list of geometry terms that all 8th graders should be familiar with.
Terms in this set (78)
line
a series of dots so close together that they appear as one continuous thing; there is no beginning or end to a "line".
ray
a part of a line that extends indefinitely from one direction
line segment
two endpoints and the straight path between them; a "line" with a beginning and an ending.
intersecting lines
two or more lines that meet and cross at any angle.
perpendicular lines
lines that intersect at a right angle
parallel lines
lines going in the same direction without touching; two lines (or line segments) with the same slope that are always the same distance apart.
congruent figures
figures that are the same size and shape
vertical
line going up and down
horizontal
lines going side to side
plane
is a flat two-dimensional surface that is unending in all directions
angle
two rays with a common endpoint
right angle
an angle that measures 90 degrees
acute angle
an angle with a measure greater than 0 degrees and less than 90 degrees
obtuse angle
an angle that measures greater than 90 degrees and less than 180 degrees
reflex angle
angle that measures more than 180 degrees and less than 360 degrees
complementary angle
if the sum of two angles measures 90 degrees
supplementary angle
if the sum of two angles measure 180 degrees
straight angle
180 degree angle
transversal
a line that intersects two or more other lines at different points
pi
The value that shows the relationship of a circle's circumference to its diameter; it has an approximate value of 3.14 or the fraction 22/7
polygon
a closed figure with three or more straight sides
circumference
the distance around the edge of a circle
two ways to measure triangles
side length and angle measures
right triangle
a triangle with one right angle
acute triangle
triangle whose interior angles are all acute
obtuse triangle
triangle that has one angle more than 90 degrees
equilateral triangle
a triangle with three congruent sides
isosceles triangle
a triangle with two equal sides, the two base angles are also equal
scalene triangle
all sides are different
measure of the interior angles of a triangle
180 degrees
faces
the flat surfaces of a 3-D figure
edges
the intersection of faces of a 3-D figure
square
a parallelogram with all sides congruent and all angles congruent
rectangle
a quadrilateral with four right angles; opposite sides are parallel and congruent
trapezoid
a quadrilateral having two sides parallel
rhombus
a parallelogram with four equal sides
parallelogram
a quadrilateral that has both pairs of opposite sides parallel
circle
the set of all points in a plane that are the same distance from a given point
radius
the distance from the center of the circle to any given point on the circle
diameter
the distance across the circle through the center
circumference
the distance around a circle
arc
a curved line or segment of a circle
surface area
the sum of the areas of all the faces and bases of a solid figure; measured in square units
area
the number of the square units in a figure
perimeter
the distance around any closed figure
volume
the amount of space a 3-D figure containes; the number of cubic units in a 3-D figure.
quadrilateral
a polygon with four sides
pentagon
a polygon with five sides
hexagon
a polygon with six sides
heptagon
a polygon with seven sides
octagon
a polygon with eight sides
nonagon
a polygon with nine sides
decagon
a polygon with ten sides
solid
a three-dimensional (3-D) figure
base
the bottom side of a geometric figure from which the altitude or height can be constructed
dodecagon
a 12 sided polygon
prism
a 3-D figure that has two parallel and congruent bases in the shape of a polygon and at least three lateral faces shaped like rectangles; has a first name (after base) and last name is prism
pyramid
a solid figure that has a polygon for a base and triangles for sides; has a first name (after base) and last name is pyramid
cone
a 3-D figure with curved surfaces, a circular base, and one vertex
cylinder
a 3-D figure with ll curved surfaces, two circular bases, and no vertex; the net of a cylinder is formed by two circles and one rectangle
net
A two-dimensional pattern that can be folded to make a three-dimensional prism or pyramid
regular figure
a figure in which all sides are equal in length and all angles are of the same measure
equilateral
means that all sides are equal
sum
the answer to an addition problem
difference
the answer to a subtraction problem
product
the answer to a multiplication problem
quotient
the answer to a division problem
sum of the interior angles of a polygon
(n-2)180 ; with n as the number of sides in the figure
sum of the exterior angles of a polygon
ALWAYS 360 degrees
each interior angle of a regular polygon
180 - (exterior angle measure)
each exterior angle of a regular polygon
360 divided by (# of sides)
rhombus
has four equal sides
corresponding angles
angles that lie on the same side of a transversal and in corresponding positions
alternate interior angles
angles that lie within a pair of lines and on opposite sides of a transversal
adjacent angles
angles that share a vertex and a side but have no interior points in common
vertical angles
angles that are opposite from each other; formed from two intersecting lines
lateral area
the sum of the areas of the lateral surfaces (only the sides, no bases) of a 3-D figure
height of a figure
the perpendicular distance from the base to the opposite side of the figure (always forms a right angle with the base); also called the altitude
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posted by yfaridi1 .
Hello! I'm working on a lesson plan on the Sum of the Angles of a Polygon. I know the whole process involves finding how many triangles there are (#of sides minus 2) and then multiplying by 180degrees. But my focus on this lesson plan is on 5th grade students. How much detail can I really go into? What is the best way to introduce/open this lesson and what sort of activities would be age appropriate?
I don't need someone to do the plan for me, I just need some ideas! Im trying to create a nice lesson plan while keeping the age of the students in mind.
Thank you!
-
I think I would do it with manipulatives at that grade.
Make a number of polygons from poster board start with triangle and end with an octogon. Then cut out triangles to fit into each polygon as "pizza" pieces. Let the kids measure the angles, add them up, and inductively predict each size of polygon the sum of internal angles.
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NCERT Class 8 Mathematics Solutions: Chapter 11 – Mensuration Exercise 11.2 Part 6 (For CBSE, ICSE, IAS, NET, NRA 2022)
Get unlimited access to the best preparation resource for CBSE/Class-8 : get questions, notes, tests, video lectures and more- for all subjects of CBSE/Class-8.
1. Top surface of a raised platform is in the shape of a regular octagon as shown in the figure. Find the area of the octagonal surface.
Answer:
Given:
Octagon having eight equal sides, each .
Construction:
Divided the octagon in figures, two trapeziums whose parallel and perpendicular sides are respectively and third figure is rectangle having length and breadth respectively.
Now, | https://www.flexiprep.com/NCERT-Exercise-Solutions/Mathematics/Class-8/Ch-11-Mensuration-Exercise-11-2-Solutions-Part-6.html |
The name of a polygon with three sides is called a triangle. A four-sided polygon is called a quadrilateral, a five-sided polygon is a called a pentagon and a six-sided polygon is called a hexagon.
A seven-sided polygon is called a heptagon, an eight-sided polygon is called an octagon, a nine-sided polygon is called a nonagon, a 10-sided polygon is called a decagon and an 11-sided polygon is known as a hendecagon.
There are names that have been suggested for polygons with more than 10 sides. For example, a 20-sided polygon has been given the name icosagon, a 1,000-sided polygon has been named chiliagon and a polygon with 10,000 sides has been named myriagon.
Generally, polygons are two-dimensional, closed, plane shapes made of an infinite number of straight sides that meet at points called vertices. When a polygon’s angles and sides are equal, then it is said to be a regular polygon. If the angles and sides are not equal, the polygon is known as an irregular polygon.
Polygon names are set apart from each other by their prefixes. For example, the prefix for the word hexagon is “hexa,” which means “six.” However, there are polygons that are called by the number of their sides, such as 46-gon or 27-gon. | https://www.reference.com/math/names-polygons-sides-numbering-three-100-76fa6b04240fbb4b |
The sum of the interior angles of an octagon is 1080 degrees.
First, we calculate the angle of the regular octagon
90 + 45 = 135 degrees
Then, 135 x 8 = 1080 degrees
What geometric figure could be constructed from the difference in the sums of the internal angles of an octagon and a pentagon?
In the image below, what is the sum of the gray angles (in degrees)? | https://www.queryhome.com/puzzle/35336/how-many-degrees-do-the-internal-angles-of-an-octagon-add-up-to |
A Course of Mathematics: For the Use of Academies, as Well as Private Tuition ...
S. Campbell & son, E. Duyckinck, 1822 - Mathematics
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A Course of Mathematics: In Two Volumes: For the Use of Academies As Well As ...
Charles Hutton
No preview available - 2022
Common terms and phrases
added altitude Answer arithmetical axis base breadth called centre chord circle circumference common cone consequently contained Corol cube curve denominator denotes diameter difference distance divide division divisor double draw drawn equal equation EXAMPLES extremes feet figure former four fraction given gives greater half height Hence inches join length less letters logarithm manner mean measure meeting method multiply namely Note opposite parallel parallelogram perpendicular plane polygon position PROBLEM proportional quantity quotient radius ratio rectangle Reduce remainder right angles root rule segment sides similar sine solid square subtract surface taken tangent theor THEOREM theref thing third triangle whole yards
Popular passages
Page 310 - THE angle formed by a tangent to a circle, and a chord drawn from the point of contact, is equal to the angle in the alternate segment.
Page 290 - All the interior angles of any rectilineal figure, together with four right angles, are equal to twice as many right angles as the figure has sides.
Page 2 - The sum of the three angles of any triangle is equal to two right angles, this is a Theorem, the truth of which is demonstrated by Geometry.
Page 189 - To reduce a mixed number to an improper fraction, Multiply the whole number by the denominator of the fraction, and to the product add the numerator; under this sum write the denominator.
Page 291 - EBF, there are two angles in the one equal to two angles in the other, each to each ; and the...
Page 18 - The number to divide by, is the Divisor.- — And the number of times the dividend contains the divisor, is called the Quotient.
Page 278 - Similar figures, are those that have all the angles of the one equal to all the angles of the other, each to each, and the sides about the equal angles proportional.
Page 157 - Thus, the index or logarithm of 4, in the above series, is 2 ; and if this number be multiplied by 3, the product will be = 6 ; which is the logarithm of 64, or the third power of 4. And, if the logarithm of any number be divided by the index of its root, the quotient will be equal to the logarithm of that root.
Page 81 - Distinguish the given number into periods of two figures each, by putting a point over the place of units, another over the place of hundreds, and so on over every second figure, both to the left hand in integers, and to the right hand in decimals, which points will show the number of figures the root will consist of.
Page 276 - A Pentagon is a polygon of five sides ; a Hexagon, of six sides ; a Heptagon, seven; an Octagon, eight; a Nonagon, nine ; a Decagon, ten ; an Undecagon, eleven ; and 4 Dodecagon, twelve sides. | https://books.google.com.jm/books?id=nnI4AAAAMAAJ&source=gbs_navlinks_s |
Category:
most common
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synonym
octagon
A polygon having eight sides.
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octagonal
(Geometry) Shaped like an
octagon
, in having
eight
sides
and eight
angles
.
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octahedral
Having eight plane surfaces; thus, in the shape or form of an
octahedron
.
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octahedron
A polyhedron that has eight faces.
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octangular
Octagonal
, with eight
angles
.
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If its a regular polygon then 180-interior angle and divide the answer into 360 which will give the number of sides of the polygon.
999999
40 sides
Each interior angle of the regular 8 sided octagon measures 135 degrees
It will have 10 equal sides
that's geometry so the formula to find the measure of each interior angle of a regular polygon is: Ia=stands for internal angle Ia=(n-2)180 ---------- n that's the formula.
180-interior angle = exterior angle If it's a regular polygon then: 360/number of sides = exterior angle
Each interior angle: 140 degrees Each exterior angle: 40 degrees
360/number of sides and deduct the quotient from 180 which will give the measure of each interior angle
AnswerIt is Dodecagon.To find this, you have to first find the exterior angle of the polygon. Since the exterior angle of a polygon is always supplementary to the interior angle, you subtract the measure of the interior angle from 180. 180-150=30. Now You divide 360 by the measure of the exterior angle to get the number of sides of the polygon. 360/30=12. A 12-sided polygon is called a dodecagon
The sum of the interior angles of any regular polygon of n sides is equal to 180(n - 2) degrees. Once you have the sum, divide by the number of sides to find an individual angle. | https://math.answers.com/Q/How_to_find_interior_angle_of_a_regular_polygon |
What You Don’t Know About Octogan Area
In the instance of irregular hexagon, the sides and angles aren’t equal. If one or more sides are fractions, you might have to adhere to the rules for adding fractions to bring each side and discover the perimeter. Since each of the four sides of a square are precisely the identical size by definition then you are able to assess the size of any side of the square and enter it in the field below and press calculate to compute the region of the square.
Opt for the shape, or mixture of shapes that most closely match the region to be fertilized to figure out the sum of land involved. There are two methods which will help you locate the area of an octagon. Thus, the region of the octagon is equivalent to the area of squares. So all you’ve got to do in order to find the region of the octagon is to figure out the region of the square and subtract the four corner triangles.
Carefully identify shapes you’ll be able to measure and of which you find it possible to figure the region. For a normal hexagon, rather than the amount of the side, the region of the shape may be given. It is the total space within the triangle. The area of each one of the triangles are available using Heron’s formula. Since you can tell the octogan area is the point where the Egg is going. Let p be the region of the parallelogram and x be the region of the octagon.
The War Against Octogan Area
The very first step offers you the circumference of a circle where the radius is the duration of one of the straight areas of the quadrant. Instead, if you know the edge length you want to use, then it is possible to pick the Edge option, select your base point and after that enter the edge length of your choice. Now you know the distance of the rafter, you’ve got two options for finding the rise. Enter both side lengths and the rest is going to be calculated. After calculating the perimeter, if needed, it can be broken by 6 to locate the duration of a single side of the normal hexagon. In your exam, you may be requested to discover angles of polygons.
If you know the radius you’d love to use, then you may choose to size the polygon from the middle. Usually, perimeter is understood to be path that. In such situations, the perimeter are found by first doubling the region and then dividing it by the duration of the apothem of the hexagon. After you locate the perimeter, simplify your whole fraction. Finding the outside of an assortment of shapes is a valuable part of geometry that has many practical applications.
The Advantages of Octogan Area
Circles are everywhere in the actual world, and that’s why their radii, diameters and circumference are significant in actual life applications. Perhaps that something is going to be a rectangle or a home! The hexagon is the greatest regular polygon which enables a normal tesselation (tiling). A hexagon is a particular kind of polygon that has only 6 sides. A hexagon is an instance of a polygon, or a shape with several sides. A normal hexagon has all of the sides and angles equal. On the flip side, an irregular hexagon does not include equal sides and angles. | http://lxxv-2900.me/review/octogan-area/ |
In geometry, a decagon is a ten-sided polygon or gon. Contents. 1 Regular decagon. Area; Sides; Construction; Nonconvex regular decagon. How to Draw a Decagon Shape. A decagon is a sided polygon. For a regular decagon, you must make sure that each side and angle is of even. In geometry, a decagon is any polygon with ten sides and ten angles, and usually refers to a regular decagon, having all sides of equal length and all internal.
Print off this decagon for the kids to colour in and print the polygon chart too for more recognisable shapes to practise drawing. How to Draw a Decagon - An easy, step by step drawing lesson for kids. We will do a cool shape drawing for today where in you need to. Step 1: Draw a straight line lightly using your ruler and pencil on your paper. Step 6: Your decagon is the shape contained between the ten lines you have.
Calculations of geometric shapes and solids: the Regular Decagon. How to Construct Regular Polygons Using a Circle. Constructing regular polygons accurately is very significant in geometry and is easy to do. If you have ever. In this Article:Article SummaryDrawing the DiagonalsUsing the Diagonal A polygon is any shape that has more than three sides. Octagon: 8 sides; Nonagon/Enneagon: 9 sides; Decagon: 10 sides; Hendecagon: 11 sides; Dodecagon: A polygon is a two-dimensional geometrical closed figure that is made up of a number of lines and angles. A polygon is defined as a family of shapes enclosed . You've worked with three, four, and six-sided shapes. What about a five-sided Draw some circle shapes here or in your journal. And then draw them on the.
Want to check out all the decagon shapes in this video? Drawing a decagon takes no skill; simply draw 10 line segments that connect, and you have it. Concave - you can draw at least one straight line through a concave polygon that crosses 6. Hexagon. 7. Heptagon. 8. Octagon. Decagon. Dodecagon. Decagon – 10 sides. Hendecagon – 11 sides. Dodecagon – 12 sides. Tridecagon – 13 sides. Tetradecagon – 14 sides. Pentadecagon – A polygon is a plane shape with straight sides. Is it a They are made of straight lines, and the shape is "closed" (all the lines Decagon, 10, regular decagon.
A decagon is a polygon with 10 sides and 10 interior angles which add to of free pictures featuring polygons and polyhedrons of all shapes and sizes.
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# Steel square
The steel square is a tool used in carpentry. Carpenters use various tools to lay out structures that are square (that is, built at accurately measured right angles), many of which are made of steel, but the name steel square refers to a specific long-armed square that has additional uses for measurement, especially of various angles. It consists of a long, wider arm and a shorter, narrower arm, which meet at an angle of 90 degrees (a right angle). Today the steel square is more commonly referred to as the framing square or carpenter's square, and such squares are no longer invariably made of steel (as they were many decades ago); they can also be made of aluminum or polymers, which are light and resistant to rust.
The longer wider arm is two inches (51 mm) wide, and is called the blade; the shorter narrower arm, is one and a half inches (38 mm) wide, and is called the tongue. The square has many uses, including laying out common rafters, hip rafters and stairs. It has a diagonal scale, board foot scale and an octagonal scale. On the newer framing squares there are degree conversions for different pitches and fractional equivalents.
Framing squares may also be used as winding sticks.
## Blade and tongue
In traditional timber frame joinery, mortises and tenons were typically two inches (51 mm) wide and two inches (51 mm) from the edge of the timber when working with softwoods, giving rise to the width of the blade. Likewise, mortises and tenons were traditionally one and a half inches (38 mm) wide when working in hardwoods, explaining the width of the tongue. This allowed for quick layouts of mortise and tenon joints when working both hard and softwoods.
## Use
### Calibration
A steel square is self-proving and self-calibrating in that you can lay out a perpendicular line, flip the square over, and determine the size and direction of the error. The error can be corrected by opening or closing the angle with a center punch.
### Stair framing
Stairs usually consist of three components. They are the stringer, the tread and the riser. The stringer is the structural member that carries the load of the staircase, the tread is the horizontal part that is stepped on, and the riser board is the vertical part which runs the width of the structure. There are many types of stairs: open, closed, fully housed, winding, and so on, to mention a few of them.
Laying out a staircase requires rudimentary math. There are numerous building codes to which staircases must conform. In an open area the designer can incorporate a more desirable staircase. In a confined area this becomes more challenging. In most staircases there is one more rise than there are treads.
The rise (vertical measurement), and the run (horizontal measurement). Note that the stringer will rest partially on the horizontal surface. This is a two-by-twelve piece of lumber. A framing square is placed on the lumber so that the desired rise and tread marks meet the edge of the board. The outline of the square is traced. The square is slid up the board until the tread is placed on the mark and the process is repeated. The board is cut along the dotted lines, and the top plumb cut and the bottom level cut are traced by holding the square on the opposite side. The stringer in this example has two pieces of tread stock. This allows for a slight overhang. There is also a space in between the boards. The bottom of the stringer must be cut to the thickness of the tread. This step is called dropping the stringer. After one stringer is cut this piece becomes the pattern that is traced onto the remaining stringers.
### Roof framing
There is a table of numbers on the face side of the steel square; this is called the rafter table. The rafter table allows the carpenter to make quick calculations based on the Pythagorean theorem. The table is organized by columns that correspond to various slopes of the roof. Each column describes a different roof inclination (pitch) and contains the following information:
Common rafter per foot of run. The common rafter connects the peak of a roof (the ridge) to the base of a roof (the plate). This number gives the length (hypotenuse) of the common rafter per twelve units of horizontal distance (run). Hip or valley rafter per foot of run. The hip or valley rafter also connects the ridge to the plate, but lies at a 45-degree angle to the common rafter. This number gives the length of the hip or valley rafter per seventeen units of run. Difference in lengths jacks. The jack rafters lie in the same plane as the common rafter but connect the top plate (the wall) or ridge board to the hip or valley rafter respectively. Since the hip or valley rafter meets the ridge board and the common rafter at angles of 45 degrees, the jack rafters will have varying lengths when they intersect the hip or valley. Depending on the spacing of the rafters, their lengths will vary by a constant factor—this number is the common difference. This angle can be cut on the fly by aligning this given number on the blade of the steel square and the twelve-inch mark on the tongue, and drawing a line along the tongue. Cutting hip and valley cripple rafters are all cut in a similar way.
The relationship between hip, jack and common rafters, and how they tie into the ridge and bottom plate. The rafters are fastened to the horizontal ridge board at the peak of the roof. The side cut is the beveled angle of the hip or valley rafter that fits into the ridge board in this image. Common and jack rafters all use twelve as the common reference to mark the plumb cut. Hip and jack rafters use twelve as a common reference while aligning the desired pitch in the side cut column. Hip and valley rafters use seventeen as the common reference for marking the plumb cut of a rafter.
### Octagon scale
The octagon scale allows the user to inscribe an octagon inside a square, given the length of the side of the square. The markings indicate half the length of the octagon's sides, which can be set to a compass or divider. Arcs drawn from the midpoints of the square's sides will intersect the square at the vertices of the planned octagon. All that remains is to cut four triangular sections from the square.
Octagon table located on the front side of the steel square. Octagon table viewed from an aluminum square.
### Diagonal scale
Knee bracing is a common feature in timber framing to prevent racking under lateral loads. The diagonal scale is useful for determining the length of the a knee brace desired for a given distance from the joint between the post and beam.
This is the location of the diagonal scale on the square. The diagonal scale gives the diagonal, or the hypotenuse, for the different legs of the triangle for which a brace is to be cut.
### Calculators in roof framing
In addition to use the square tool, construction calculators are also used to verify and determine roofing calculations. Some are programmed to calculate all side cuts for hip, valley and jack regular rafters to be exactly 45° for all rafter pitches. The rafter table is expressed in inches, and the higher the numerical value of the pitch, the greater the difference between side cut angles within a given pitch. Only a level roof, or a 0 pitch will require a 45° angle side cut (cheek cut) for hip and jack rafters.
### Side cut hip/valley rafter table
If a right triangle has two angles that equal 45° then the two sides are equidistant. The rafter is the hypotenuse and the legs or catheti of the triangle are the top wall plates of the structure. The side cut is located at the intersection of the given pitch column and the side cut of the hip/valley row. The regular hip/valley rafter runs at a 45° angle to the main roof and the unit of measurement is 16.97 inches of run. Regular hip/valley and jack rafters have different bevel angles within any given pitch and the angle decreases as the pitch increases.
The side cut of the hip/valley rafter = (Tangent)(12) = side cut in inches. The side cuts in the rafter table are all in a base 12. The arc tan can be determined from any given pitch. Most power tools and angle measuring devices use 90° as 0° in construction. The complementary angles of the arc tan are used with tools like the speed square.
### Side cut of jack rafters
The side cut is located at the intersection of the side cut of jack rafters row and the pitch column on the Steel square. There is a row for the difference in length of jacks, 16 and 24 inch centers on the blade. The tangents are directly proportional for both centers.
The tangent is in a base 12. The tangent x 12 = side cut of jack rafters. This corresponds to the side cut on the Steel square. The complementary angles of the arc tan are used on most angle measuring devices in construction. The tangent of hip, valley, and jack rafters are less than 1.00 in all pitches above 0°. An eighteen pitch has a side cut angle of 29.07° and a two pitch has a side cut angle of 44.56° for jack rafters. This is a variation of 15.5° between pitches.
Side cut angles versus pitch
This is a reference table for side cuts versus pitch. (only valid for 90 degrees eave angle) :
Pitch expressed in rise units / run units
Pitch 18/12 ==> 60,86 deg
Pitch 17/12 ==> 60,10 deg
Pitch 16/12 ==> 59,07 deg
Pitch 15/12 ==> 57,99 deg
Pitch 14/12 ==> 56,94 deg
Pitch 13/12 ==> 55,88 deg
Pitch 12/12 ==> 54,69 deg
Pitch 11/12 ==> 53,49 deg
Pitch 10/12 ==> 52,54 deg
Pitch 9/12 ==> 51,25 deg
Pitch 8/12 ==> 50,19 deg
Pitch 7/12 ==> 49,17 deg
Pitch 6/12 ==> 48,15 deg
Pitch 5/12 ==> 47,33 deg
Pitch 4/12 ==> 46,54 deg
Pitch 3/12 ==> 45,90 deg
Pitch 2/12 ==> 45,22 deg
Pitch 1/12 ==> 45,10 deg
Pitch 0/12 ==> 45,00 deg
### Plumb cut of jack and common rafters
The plumb cut for jack and common rafters are the same angles. The level cut or seat cut is the complementary angle of the plumb cut. The notch formed at the intersection of the level and plumb cut Is commonly referred to as the bird's mouth .
### Plumb cut of hip/valley rafters
The plumb cut of the hip/valley rafter is expressed in the formula. The level cut is the complementary angle or 90° minus the arc tan.
### Irregular hip/valley rafters
The only Framing Square that has tables for unequal pitched roofs is the Chappell Universal Square, (patent #7,958,645). There is also a comprehensive rafter table for 6 & 8 sided polygon roofs (first time ever on a framing square). The traditional steel square's rafter table (patented April 23,1901) is limited in that it does not have tables that allow for work with unequal pitched roofs. Irregular hip/valley rafters are characterized by plan angles that are not equal or 45°. The top plates can be 90° at the outside corners or various other angles. There are numerous irregular h/v roof plans.
irregular hip/valley gable roof plan. irregular roof plan. Intersecting irregular hip/valley gable roof plan.
## Carpenter's square
In carpentry, a square is a guide for establishing right angles (90° angles) or mitre angles, usually made of metal. There are various types of square, such as speed squares, try squares and combination squares. | https://en.wikipedia.org/wiki/Steel_square#Carpenter's_square |
All diagonals are drawn in a regular octagon. At how many distinct points in the interior of the octagon (not on the boundary) do two or more diagonals intersect?
Solution 1 (Drawing)
If you draw a clear diagram like the one below, it is easy to see that there are points.
Solution 2 (Working Backwards)
Let the number of intersections be . We know that , as every vertices on the octagon forms a quadrilateral with intersecting diagonals which is an intersection point. However, four diagonals intersect in the center, so we need to subtract from this count, . Note that diagonals like , , and all intersect at the same point. There are of this type with three diagonals intersecting at the same point, so we need to subtract of the (one is kept as the actual intersection). In the end, we obtain .
Solution 3 (Answer choices and reasoning)
We know that the amount of intersection points is at most , as in solution . There's probably going to be more than intersections counted multiple times (to get ), leading us to the only reasonable answer, . -Lcz
Note: You can easily prove this by looking at the simple case of the diagonals intersecting in the middle of the octagon. major diagonals intersect here and only intersection point is counted so you can subtract from . Then look to the middle area of the octagon. In this area, if we label the major diagonal as the one where there are points between the two points forming the diagonal, and the semi-minor diagonal the diagonal where there is one less point between the two diagonal forming points, there are intersection points of a major diagonal and semi-minor diagonals. This means that these eight points would be, not double-counted -which the calculation by Lcz accounts for- but triple-counted. Thus, taking away one for each of these points is more than enough to see the value of the answer has to be less than or equal to . Choice A is the only answer that works.
Solution 4 (Drawing but easier)
Like solution one, we may draw. Except note that the octagon has eight regions, and each region has an equal number of points, so drawing only one of the eight regions and the intersection points suffices. One of the eight regions contains points (not including the octagon center). However each adjacent region share one side in common and that side contains intersection points, so in actuality there are points per region. We multiply this by to get and add the one center point to get .
~skyscraper
Solution 5 (Case Work with Drawing)
This problem is a counting problem of combinatoric geometry. There are 2 cases for the above diagram:
Case 1: Red Dots
The red dots are the intersection of 3 or more lines. It consists of 8 dots that make up an octagon and 1 dot in the center. Hence, there are red dots.
Case 2: Blue Dots
The blue dots are the intersection of 2 lines. Each vertex of the octagon has 2 purple lines, 2 green lines, and 1 orange line coming out of it. There are 5 dots of intersection on a purple line, 6 dots on a green line, and 5 dots on an orange line. There are dots that come out of 1 vertex, which includes 7 red dots already counted. So there are blue dots coming out of 1 vertex. There are 8 vertices, but each blue dot is the intersection of 2 lines, corresponding to vertices. So there are blue dots.
The number of intersection dots are the sum of the number of red and blue dots. Hence, the answer is .
Video Solution by Richard Rusczyk
https://artofproblemsolving.com/videos/amc/2013amc10a/359
See Also
|2013 AMC 10A (Problems • Answer Key • Resources)|
|Preceded by
|
Problem 24
|Followed by|
Last Problem
|1 • 2 • 3 • 4 • 5 • 6 • 7 • 8 • 9 • 10 • 11 • 12 • 13 • 14 • 15 • 16 • 17 • 18 • 19 • 20 • 21 • 22 • 23 • 24 • 25|
|All AMC 10 Problems and Solutions|
The problems on this page are copyrighted by the Mathematical Association of America's American Mathematics Competitions. | https://artofproblemsolving.com/wiki/index.php/2013_AMC_10A_Problems/Problem_25 |
Hexagon = 8 parts
Divide the regular hexagon into eight equal parts.
Correct answer:
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Nice question
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amazing
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Exterior Angle of a Polygon
an angle that forms a linear pair with one of the angles of the polygon.
Remote Interior Angles of a Triangle
the two angles non-adjacent to the exterior angle.
Linear Pair Postulate
If two angles form a linear pair, then they are supplementary.
Vertical Angle Theorem
If two angles are vertical angles, then they are congruent. (p. 127)
Triangle Angle-Sum Theorem
The sum of the measures of the angles of a triangle is 180°.
Isosceles Triangle Theorem
If 2 sides of a triangle are congruent, then the angles opposite those sides are congruent
Converse of the Isosceles Triangle Theorem
If 2 angles of a triangle are congruent, then the sides opposite those angles are congruent.
Exterior angle theorem
The measure of an exterior angle of a triangle is equal to the sum of the measures of the two remote interior angles.
Adjacent Angles
Angles that are next to each other. They share a vertex and a common side.
Midpoint
if a line segment has a midpoint, then the 2 segments formed are congruent
right angle
An angle that is 90 degrees (It makes a square in the corner).
straight angle
An angle that measures 180 degrees
Acute Angle
An angle that measures LESS than 90 degrees.
Angle
Two rays with the same end point.
Bisector
if a line bisects a line segment, then it intersects it at its midpoint
Complementary Angles
The sum of the measure of two angles is 90 degrees.
Congruent
A plane figure with the same size and shape.
equiangular
3 equal angles
equilateral
all sides have the same length
Linear pair
A pair of adjacent angles whose non-common sides are opposite rays.
Obtuse Angle
An angle that measures MORE than 90 degrees
Supplementary Angles
The sum of the measure of two angles is 180 degrees.
Vertical Angles
Angles opposite one another when two lines intersect.
Segment Addition Postulate
If A, B, and C are collinear, then point B is between A and C if and only if AB + BC = AC.
Angle Addition Postulate
D is in the interior of angle ABC and only if m<ABD + m<DBC = m<ABC.
Complimentary Angles
Angles whose measure adds up to 90 degrees.
vertex
The point where two sides meet. (Shared end points of the line segments of a polygon.)
Congruent Angles
Angles with equal measures are..
Scalene Triangle
A triangle with no congruent sides
equilateral triangle
Triangle with a 90° angle
isosceles triangle
Triangle with 2 equal sides and 2 equal angles.
degrees
a unit for measuring angles
Protractor
A tool used to measure angles
degree
the highest power of a polynomial
Sides
The angle bisectors of a triangle intersect at a point that is equidistant from all of "these" of the triangle
triangle
P=a+b+c
Quadrilateral
A polygon with 4 sides and 4 angles.
pentagon
a 5 sided polygon
octagon
an 8-sided polygon
decagon
a 10-sided polygon
Right Triangle
A triangle with one right angle.
alternate interior angles
Angles that lie within a pair of parallel lines and on opposite sides of a transversal; congruent
Angle Bisector
A segment or Ray that cuts an < into two ️congruent <'s
angle of rotation
formed by rays drawn from the center of rotation to a point and its image
arc
part of a circle
Center of Rotation
point around which a figure rotates
Central Angle
an angle whose vertex is the center of the circle
Circle
r= asin(theta)
Complementary
Two angles whose sum is 90 degrees.
congruent figures
The SAME SIZE and SAME SHAPE
corresponding angles
Angles that have the same relative positions in geometric figures.
image
the resulting figure AFTER a transformation is performed on it
Line
A straight path that goes without end in two directions.
line of reflection
The line over which a figure is reflected. The vertices of the original and new figure are the same distance from this. The line of reflection can be the x-axis, the y-axis, or any line on the coordinate plane.
line of symmetry
The line that divides two matching parts. It can be vertical, horizontal, or diagonal.
major arc
larger than a semicircle; named by its endpoints and another point between the endpoints on the arc with an arc symbol over the letters - ⌒
parallel lines
2 lines that never cross/intersect and stay the same distance apart
Perpendicular Bisector
A segment or Ray the perpendicularly bisects a side of a 🔺
Perpendicular lines
lines in a plane that intersect to form 4 right angles
plane
A flat surface.
point
an exact location in space
polygon
a closed figure made by joining line segments where each line segment intersects exactly 2 others
ray
Part of a line that has one end point and goes in one direction without end.
reflection
It is a transformation that flips a figure over a line of reflection.
Reflectional Symmetry
A figure that can be reflected over a line so its image matches the original figure.
regular polygon
a convex polygon in which all sides and angles are congruent
rotation
It is a transformation that turns a figure about a fixed point.
Rotational Symmetry
If you can rotate (or turn) a figure around a center point by fewer than 360° and the figure appears unchanged, then the figure has rotation symmetry.
segment
A part of a line between two endpoints.
Segment Bisector
A segment that divides another segment into two congruent pieces.
semicircle
half of a circle
skew
they have no relationship
Supplementary
Angles that add to 180 degrees.
Transformation
a movement on the cartesian plane
translation
It is a transformation that moves points the distance and in the same direction.
transversal
A line that intersects two or more lines.
Alternative Angles
Interior angles on the alternate sides of the transversal they are both equal in size.
Co-interior angles
Angles that are both inside the parallel lines and on the same side of the transversal are supplementary. | https://www.memrise.com/course/700001/learn-mathematics/427/?action=next |
In Euclidean geometry, a prism is a three dimensional figure, or solid, having five or more faces, each of which is a polygon. Polygons, in turn, consist of any number of straight line segments, arranged to form a flat, closed, two-dimensional figure. Thus, triangles, rectangles, pentagons, hexagons, and so on are all polygons. In addition, a prism has at least two congruent (same size and shape) faces that are parallel to one another. These parallel faces are called bases of the prism, and are often associated with its top and bottom. An interesting property of prisms is that every cross section, taken parallel to a base, is also congruent to the base. The remaining faces of a prism, called lateral faces, meet in line segments called lateral edges. Every prism has as many lateral faces, and lateral edges, as its base has sides. Thus, a prism with an octagonal (eight sided) base has eight lateral faces, and eight lateral edges. Each lateral face meets two other lateral faces, as well as the two bases. As a consequence, each lateral face is a four sided polygon. It can also be shown that, because the bases of a prism are congruent and parallel, each lateral edge of a prism is parallel to every other lateral edge, and that all lateral edges are the same length. As a result, each lateral face of a prism is a parallelogram (a four-sided figure with opposite sides parallel).
There are three important special cases of the prism, they are the regular prism, the right prism, and the parallelepiped. First, a regular prism is a prism with regular polygon bases. A regular polygon is one that has all sides equal in length and all angles equal in measure. For instance, a square is a regular rectangle, an equilateral triangle is a regular triangle, and a stop sign is a regular octagon. Second, a right prism is one whose lateral faces and lateral edges are perpendicular (at right, or 90° angles) to it bases. The lateral faces of a right prism are all rectangles, and the height of a right prism is equal to the length of its lateral edge. The third important special case is the parallelepiped. What makes the parallelepiped special is that, just as its lateral sides are parallelograms, so are its bases. Thus, every face of a parallelepiped has four sides. A special case of the parallelepiped is the rectangular parallelepiped, which has rectangular bases (that is, parallelograms with 90° interior angles), and is sometimes called a rectangular solid. Combining terms, of course, leads to even more restricted special cases, for instance, a right, regular prism. A right, regular prism is one with regular polygon bases, and perpendicular, rectangular, lateral sides, such as a prism with equilateral triangles for bases and three rectangular lateral faces. Another special type of prism is the right, regular parallelepiped. Its bases are regular parallelograms. Thus, they have equal length sides and equal angles. For this to be true, the bases must be squares. Because it is a right prism, the lateral faces are rectangles. Thus, a cube is a special case of a right, regular, parallelepiped (one with square lateral faces), which is a special case of a right, regular prism, which is a special case of a regular prism, which is a special case of a prism.
The surface area and volume of a prism are two important quantities. The surface area of a prism is equal to the sum of the areas of the two bases and the areas of the lateral sides. Various formulas for calculating the surface area exist, the simplest being associated with the right, regular prisms. The volume of a prism is the product of the area of one base times the height of the prism, where the height is the perpendicular distance between bases.
Resources
Books
Smith, Stanley A., Charles W. Nelson, Roberta K. Koss, Mervin L. Keedy, and Marvin L Bittinger. Addison Wesley Informal Geometry. Reading MA: Addison Wesley, 1992.
Welchons, A.M., W.R. Krickenberger, and Helen R. Pearson. Plane Geometry. Boston, MA: Ginn and Company, 1965. | http://science.jrank.org/pages/5500/Prism.html |
Built in the 1750’s, the Summer Palace occupies 2.9 kilometres. The palace is set on Kunming Lake which was created by extending an existing body of water to imitate the West Lake in Hangzhou. The Summer Palace is best known for its beautiful garden architecture and flora.
Temple of Heaven
A complex of Taoist buildings which was frequently visited by Emperors of the Ming & Qing Dynasties. The Template was used for annual ceremonies of prayer to Heaven for good harvest.
The Forbidden City
Building start in 1406 and construction lasted 15 years and required more than a million workers and was used as the Chinese imperial palace from the Ming Dynasty to the end of the Qing Dynasty. The palace consists of 980 buildings and 8707 bays of rooms.
Tiananmen Square
The largest city square in the world, Tiananmen Square has great cultural significance as the site of several important events in Chinese history including the 1989 protests.
Beijing Zoo
One of the oldest zoos in China, Beijing Zoo has over 14,500 animals with 450 species of land animals and over 500 species of marine animals. The Beijing Zoo is well known for its collect of rare animals belonging to China including Giant Pandas, the golden snub-nosed monkey, South China Tiger, white-lipped deer and the Chinese Giant Salamander.
The Ming Tombs
The Ming Dynasty Tombs location was chosen by Ming Dynasty emperor Yongle, the third emperor of the Ming Dynasty, who moved the capital of China from Nanjing to Beijing. 13 Ming Dynasty Emperors were buried in this area with the first two Ming Emperors buried near Nanjing. A seven kilometre road named the “Spirit way” leads into the complex, lined with statues of guardian animals and officials.
The Great Wall
Built originally to protect the northern borders of the Chinese Empire against intrusions by various nomadic groups, The Great Wall of China stretches for 8,851kms. It is estimated that over 1 million workers died building the wall. Even with such size, the claim that the Great Wall can be seen from the moon has been debunked.
Tai Chi
Literally translated as ‘Supreme ultimate fist’, Tai Chi is a Chinese martial art practised for both its health benefits and defence training. Most modern styles of Tai Chi trace their development to at least one of the five traditional schools: Chen, Yang, Wu/Hao, Wu, and Sun. | https://www.yourlifechoices.com.au/travel/destinations/asia/china/beijing/ |
Best places to visit in CHINA (Part 1)
China has been attracting tourists for years. Rich with history and cultural heritage, China is a great place to immerse yourself in unique Asian culture.
China is known for so many things. Its huge size, it’s Great Wall of China, the Forbidden City, the Terracotta Army, and of course, its rich and diverse cuisine that has spread all around the world and now loved by so many. But there is much more to China than that! China is so diverse and full of surprises that even the most experienced traveler will gasp in wonder.
But what to see in China? There are plenty of interesting places to visit and amazing things to do in China. It’s nearly impossible to tell you about all of them, so we had to choose our most favorite ones.
ABOUT THE BEST PLACES TO VISIT IN CHINA (PART 2) READ HERE
Best places to visit in China
1. Beijing
Beijing is the capital of the People’s Republic of China.
Being rich with culture and history, it’s one of the best places to visit in China. In fact, it is the place where most tourists start their trip around China.
The best thing to do in Beijing is to explore its historical buildings and learn more about the history of Beijing and China.
Certainly, do not miss the Forbidden City – a large palace complex in the heart of Beijing. It’s one of the most impressive building complexes in China. It was the former Chinese imperial palace and served as home to emperors for almost 5 centuries. The Forbidden City is a UNESCO World Heritage Site.
Tiananmen Square is another place in the heart of the capital you shouldn’t miss. It is impressively large and is considered one of the world’s largest and most famous city squares. It contains several important monuments.
2. The Great Wall of China
Many people believe if you haven’t climbed the Great Wall of China, then you haven’t been to China at all. Well, we think that is an exaggeration, but yeah, the Great Wall should be at the top of your list when visiting China.
The easiest way to get to the Great Wall is to join an organized tour from Beijing.
You probably know already, that due to its significance, the Great Wall is extremely popular among both local and foreign tourists. So, expect crowds. Especially if you are visiting sections of it which are very close to Beijing.
If you want to visit an uncrowded part of the wall and do not mind traveling by a local bus, head to Huanghuacheng or Jinshanling.
3. The Rainbow Mountains in Gansu Zhangye National Geopark
Have you always marveled at the beauty of the Rainbow Mountain of Peru?
Turns out Peru is not the only place on the planet where you can see such a beautiful natural phenomenon.
Good news for those traveling to China – you can see the Rainbow Mountain also in China, in Gansu Zhangye National Geopark.
There are two scenic areas in the geopark – Binggou and Danxia.
Binggou consists of sculptured rock formations and Danxia – of colorful rock formations which are a result of deposits of sandstone and other minerals. Danxia is one of the most beautiful landform areas in China and one of the best unique places to visit in China.
4. Yungang Grottoes
Yungang Grottoes are an ancient Chinese Buddhist temple grottoes, and one of the most famous Buddhist sites in China.
These grottoes are a UNESCO World Heritage site, and they are classified as an AAAAA scenic area. This means that the grottoes are one of the most important and best-maintained sites in China.
There are so many caves in the area – more than 40 major caves and more than 200 secondary caves. These caves house thousands and thousands of Buddha statues of different height. The largest of them is 17 meters high.
5. Xi’an and the Terracotta Army
Xi’an is the gateway to the Terracotta Army which is one of the most popular tourist attractions in the whole of China.
The Terracotta Army is a collection of terracotta sculptures depicting the warriors and horses of the armies of Qin Shi Huang, the first Emperor of China. The terracotta sculptures are a funerary art, and were buried with the emperor to protect him in his afterlife.
Xi’an is not only the gateway to the Terracotta Army, but also has an impressive fortification in the city.
If you have extra time in Xi’an and love extreme outdoor activities, visit Huashan Mountain which is located some 150 km from the city. There’s a plank walk there, and it is considered one of the most dangerous hikes in the world! The views from the mountain are amazingly beautiful, too.
6. Jiuzhaigou Valley
Alpine landscapes in China? Yes!
Head to Jiuzhaigou in the north of Sichuan Province to see snowy peaks and breathe some fresh air.
Jiuzhaigou is a national park and a protected area, as well as a UNESCO World Heritage Site. Just like the Yungang Grottoes, Jiuzhaigou is classified as an AAAAA scenic area.
The national park was opened in 1984, and tourist activity has been increasing every year.
The Jiuzhaigou is part of the Min Mountains and consists of three valleys. The national park has several lakes and waterfalls. High Lake, Panda Lake, Five Flower Lake, Rhinoceros Lake, and Mirror Lake are some of the most beautiful lakes.
7. Pingyao Ancient City
Pingyao is an ancient city in central Shanxi Province. The city used to be a regional financial center. Now Pingyao is a UNESCO World Heritage Site and an AAAAA-rated tourist attraction.
Pingyao is one of the best places to see ancient Chinese architecture and get the feel of the “old times”. The city has well-preserved Ming and Qing architecture. Inside the city’s well-preserved walls you’ll find countless traditional shophouses, ancient temples and old courtyard houses.
China travel tips
- You need to apply for a visa before arriving in China. Check with the nearest embassy or consulate to learn what are the requirements. Citizens of only a few countries do not need a visa to enter China (in Europe: Bosnia and Herzegovina, Serbia and Belarus).
- Trains are the major mode of transport, and tickets can sell out quickly. So, book your tickets a few days in advance.
- Learn a couple of phrases in Chinese and write down important symbols. Make sure you have the destinations and hotel names written in Chinese. Also, offline Chinese dictionaries (or travel phrase guides) will help you get around China, where rarely anyone speaks English.
- Facebook, Google, Instagram, and many other webpages and services are blocked in China. If you wish to use them, download and set up a VPN before your trip.
- Download offline maps (e.g., maps.me work in China) and add all the places you want to visit the map.
- Weather is diverse in China. Do your research and dress appropriately. | https://travelfree.info/best-places-to-visit-in-china/ |
The Great Wall of China is often considered to be one of the wonders of the modern world. It’s an incredible accomplishment in engineering and construction, and it holds a lot of cultural significance for the people of China. Airbnb recently planned to celebrate (or exploit?) the wall’s iconic nature by inviting people to enter a contest for the opportunity to spend a night inside one of the wall’s many towers. China is apparently not happy about that.
According to Airbnb, the company had applied for permission to hold what it called a “residential lodging event” in one of the historic towers. The company claims it received the thumbs up from the powers that be and that’s when it began planning and promoting the event. China says it doesn’t know what Airbnb is talking about. Oops!
Chinese officials put the damper on the would-be festivities while also claiming that Airbnb never actually applied for permission to hold the event in the first place. Airbnb, for its part, remains steadfast that it had a deal in place, but they’re backing down anyway.
2,600 years of history. 13,000 miles long, and one of the 7 wonders of the world. | https://bgr.com/2018/08/10/airbnb-great-wall-of-china-contest-cancelled/ |
On the evening of April 28, 2018, Deputy Consul General Liu Jun, Counselor Chen Yinghui of education affairs, Consul Zhang Min of cultural affairs, and other female consuls at the Chinese Consulate attended the China Gala hosted by the International Women Associates (IWA) at Peninsula Hotel. IWA’s founder Doe Thornburg, President Marian Jacobson, Gala Chair Elizabeth Ru Jia, representatives from foreign consular corps in Chicago, and more than 400 guests from all walks of life attended the event. Consul General Hong Lei and Chicago Mayor Rahm Emanuel sent congratulatory messages to the gala.
In his speech, Deputy Consul General Liu Jun expressed his warmest congratulations on the first China fundraising gala hosted by IWA in the 40 years since its establishment. He also expressed his appreciation for IWA's contributions to charity, community service, and promotion of mutual understanding and friendship among countries.
Deputy Consul General Liu Jun said that since the founding of the People’s Republic of China, China has attached great importance to creating better conditions for women to contribute their talents to the nation’s development. China is committed to protecting and promoting women’s rights to education, health care and employment in various aspects of life. There is a saying in China:“Women hold up half the sky”. In the process of China’s comprehensive modernization and realization of the great Chinese dream of national rejuvenation, women will surely play important roles in all walks of life.
Deputy Consul General Liu Jun said that China-US relations have come to a critical juncture. Recently, we have heard such opinions as China poses a threat to the United States or that China-US trade is unfair to the US. Most of us here may not agree with these views. These misconceptions are mostly due to a lack of understanding about China. China and the United States are two great nations with significant influence in the world. The two countries' foreign policy and dialogue with each other are very important to the steady and continuous development of bilateral relations. At the same time, a stable China-US relationship also requires joint efforts by ordinary citizens from all walks of life in both countries. IWA’s China Gala tonight provides a great platform for everyone to know more about China and the Chinese culture. I believe this event will play a positive role in enhancing mutual understanding between the two peoples.
The gala includes a reception, a banquet, a charity auction, a raffle, a cheongsam show and a ball. Many auction items embodying Chinese elements are also on display. Every element of the gala reflects rich Chinese cultural characteristics. All the proceeds of the gala will be donated to charity programs in China and the US. | http://www.chinaconsulatechicago.org/eng/lghd/t1559342.htm |
I love traveling throughout Japan and China to find hidden gems and learn about the rich cultural history in each country. One of my favorite spots is Niigata in Japan, where people can watch potters and other artisans at work. Recently, a new train line was built, making it just a two-hour ride from Tokyo. This has made it more popular with visitors, but the area still has the look and feel of old Japan, and it’s truly a gem of a place.
Other areas of Japan hold just as many wonders. In Sapporo, you can sample the distinctive local beer at a brewery, and in Hokkaido, the sight of fields of lavender in bloom is unforgettable. There are also amazing national parks where visitors can go hiking.
No trip to Japan would be complete without visiting Hiroshima and Nagasaki. Each of these cities contains layers upon layers of cultural history. Aside from the horrors that happened during World War II, Nagasaki was a port where Europeans interacted with Japanese people for hundreds of years and that exchange of ideas makes it a fascinating place.
It is difficult to fully appreciate the rich diversity and cultural history of Asia without seeing it for yourself. In Japan, each island is distinct, both physically and culturally and each region contains its own wonders.
Jump across the East China Sea to China, and you will be even more awestruck by the diversity. You can take romantic rides through the hutongs in Beijing or stroll atop the Great Wall of China, one of the New Seven Wonders of the World.
One of my favorite spots is a 5-star luxury resort within walking distance of the Great Wall of China. Imagine waking up, taking a brisk walk and finding yourself among the first people of the day to walk on the Great Wall. In those early morning hours, it’s easy to believe, if only for a moment, that you’ve been transported back hundreds of years to old China.
Hong Kong is high on many people’s bucket lists, and for good reason. This vibrant city has gone through tremendous changes and has long been a center of commerce. Here, you can not only taste the dynamic street food but take cooking classes to learn to recreate the complex flavors in the local cuisine.
Shanghai is one of the most alluring of China’s cities, reflecting the Western influences that used it as a foothold into the riches of China. Now, in addition to arriving by sea and air, you can come overland on the China Railway high-speed bullet train which travels between 155 and 217 miles per hour.
That’s just a sampling of my favorite experiences. I love sharing the rich cultural history of Japan and China with my clients and finding unique experiences that match their interests. Whether you enjoy culinary delights, adventure travel experiences, luxurious accommodations or a combination of all of these things, I am here to craft your journey-of-a-lifetime. | https://tzell.travelleaders.com/tzell/agent-blog.aspx?id=103598&bioId=1272&IndBio=True&blogId=960 |
UHD channel provider Insight TV has signed on to co-produce a new factual adventure series, Follow the Great Wall with Ash Dykes, for broadcast on its channel INUltra as well as China’s CICC.
Developed by Bomanbridge Media and Zig Zag Productions, the 6 x 60-minute series accompanies Welsh adventurer Ash Dykes — whose record-breaking walk along the 4,000 miles of China’s Yangtze River was chronicled in the 2020 series Walking the Yangtze with Ash Dykes (pictured), also distributed by Bomanbridge — as he follows the path of the Great Wall of China through thousands of miles of challenging terrain.
In between exploits like parasailing from extreme heights and scuba diving in the waters that flank the Wall, Dykes will explore the history of the UNESCO World Heritage site’s construction and its rich cultural heritage. The series will enjoy unique access to the world-famous monument, whose full length extends over 13,000 miles from Heibei province in eastern China to its terminus in the western province of Gansu. | https://realscreen.com/2022/04/11/insight-tv-to-follow-the-great-wall-with-ash-dykes-for-new-factual-adventure-series/ |
SINGAPORE — China and Singapore agreed on Aug 3 to promote multilateralism.
The agreement came as State Councilor and Foreign Minister Wang Yi met with Singaporean Prime Minister Lee Hsien Loong on the sidelines of the Association of Southeast Asian Nations (ASEAN) foreign ministers’ meeting and related meetings.
China is willing to further enhance high-level contacts and deepen cooperation with Singapore in important projects and fields within the framework of the China- proposed Belt and Road Initiative so as to speed up the construction of the Southern Transport Corridor and implement the third-party market cooperation, Wang said.
While Singapore has adopted a successful path of development with Singaporean characteristics, China has also embarked on a successful path of socialism with Chinese characteristics, he noted.
“China, based on our own history and cultural traditions, will continue to stick to the path of peaceful development and uphold the mutually beneficial and win-win strategy of opening-up.”
As responsible countries, Wang said, China and Singapore should join hands with other countries to shoulder due responsibilities, firmly promote multilateralism, maintain international rules and multilateral trade system, push for the building of an open world economy and maintain world peace and development.
For his part, Lee said Singapore upholds multilateralism, supports the Belt and Road Initiative and stands ready to work with China to push forward major projects including the Southern Transport Corridor and the third-party market cooperation.
He said Singapore understands the positions and measures taken by China to safeguard its legitimate rights and interests, and the international rules under the current circumstances.
Singapore will continue to support China in expanding its reform and opening-up drive, he added.
Lee also said the world today is facing major threats and challenges. He called for enhancing global cooperation with an open mind and inclusive attitude to address uncertainty and instability arising from the evolving situation.
Such efforts are of great significance in maintaining enduring peace and development in the region and the world at large, he said. | http://english.gov.cn/state_council/state_councilors/2018/08/04/content_281476248215310.htm |
Chinese health preservation is an important part of the excellent culture of the Chinese nation. It has a long history and a long history. In the long historical process, the Chinese people attach great importance to health preservation and longevity, and have accumulated rich experience in life practice. They have established Taoist health preserving science with systematic theory, various schools, various methods and national characteristics, which has made outstanding contributions to the health care cause of the Chinese people and the prosperity of the Chinese nation. At the same time, through various forms of health activities, people realize that if people want to live long and healthy, they should pay attention to the influence of environment on people and understand the relationship between environment and people. Environment is an extremely complex and dialectical natural complex. All living things must adapt to the environment and survive. Human beings should not only adapt to the environment, but also use, dominate and transform the environment. In this way, it is possible to "spend one's life and one hundred years". Therefore, Taoist health care has become a new industry in the service industry chain. It is the inevitable result of the continuous development of social economy, the continuous improvement of people's life quality, the continuous improvement of medical and health care, and the continuous improvement of science and civilization. It is to meet the needs and support of the society that the "Taoist health preserving hall", "Taoist health club", "Taoist health city" and "Taoist health center" have sprung up in succession.
It can be seen that the construction of this project will be widely concerned by the society and strongly supported by the government. The project is very feasible and absolutely necessary.
2. Policy advantages and industrial policy conditions
The important strategic deployment made by the 19th National Congress of the Communist Party of China is a major historical task for building a moderately prosperous society in an all-round way and building a modern socialist country in an all-round way.
Xi Jinping, general secretary of the CPC Central Committee, chaired the Political Bureau meeting of the CPC Central Committee. The outline of "healthy China 2030" was deliberated and adopted. The meeting held that health is an inevitable requirement for promoting people's all-round development, a basic condition for economic and social development, an important symbol of national prosperity and national prosperity, and the common pursuit of the broad masses of the people. The Fifth Plenary Session of the 18th Central Committee of the Communist Party of China clearly proposed to promote the construction of a healthy China. Starting from the strategic layout of "five in one", "overall layout" and "four comprehensives", we have made institutional arrangements to better protect people's health at present and in the future. The formulation and implementation of the "healthy China 2030" program is a major measure to implement the spirit of the Fifth Plenary Session of the 18th CPC Central Committee and safeguard people's health, which is of great significance to building a moderately prosperous society in an all-round way and accelerating socialist modernization. At the same time, it is also an important measure for China to actively participate in global health governance and fulfill China's commitment to the UN 2030 agenda for sustainable development.
3. Superior accumulation of cultural knowledge
According to historical records, Taoism originated from Taoism in the pre Qin Dynasty, so its tradition is very rebirth and precious life. Therefore, it has its unique insight in life science practice such as health preservation and longevity, and has many effective fitness techniques. It is mainly manifested in three aspects: Taoist medicine, Taoist health preservation and Taoist immortality. Among them: Taoist medicine has close blood relationship with traditional Taoist medicine, but it also forms a unique medical treatment system independent of Taoist medicine with Taoist secret recipe and Qigong diagnosis. Taoist health preservation includes methods, techniques and theories such as guiding Qi, nourishing food and daily life. It constitutes the main body and basic content of Chinese traditional health science and health science. Taoism's Fairy science includes the inner and outer alchemy, which has made important contributions to the research and practice of human body science, human intelligence development and ancient chemistry.
Taoism advocates that "my life is in my life, I am not in heaven", that is, human life can be controlled and controlled by oneself. People should play their main role in energy, so that they can continue their lives. This is the "double cultivation of life" advocated by Taoism. In the final analysis, it is the ultimate goal of Taoist health preservation. Taoism has always advocated that both Gong and Xing should be integrated, that is, to cultivate the true in order to live forever, and to cultivate the truth outside to help the world. It is advocated that both body and mind should be paid equal attention to in health preservation activities, with both physical and mental health and life cultivation. In physical health care, the dual significance of mood integrity and moral cultivation is emphasized. This kind of cultivation features that health preservation comes first is of great guiding significance to today's society Balance and other aspects of health, strengthen the body, promote human health and life extension.
Human life is a large system, which must be maintained and developed by various means and methods from all aspects. Taoism believes that the key to a healthy and long life is the abundance and exuberance of essence, Qi and spirit inside the human body. Therefore, the basic principle of health preservation and self-cultivation is the combination of internal and external, dynamic and static, form and spirit, and the combination of exercise and cultivation. More importantly, it is to improve and develop people's internal spirit and spirit of rest. In the method, more attention should be paid to the internal refining of essence and Qi, guiding the body, and nourishing the diet, so as to avoid the intense excessive exercise. This practice of Taoism constitutes a unique health care system with Chinese cultural characteristics in the world health care system. From this we can know that Taoist health preservation method is undoubtedly of great value and far-reaching significance for prolonging people's life, improving people's quality of life and health. | http://www.wudanghealthcare.com/a/xinwenzixun/News/2019/0109/14.html |
Built in 468 BC, The Grand Canal is composed of the Beijing-Hangzhou Canal, Sui-Tang Canal and Zhedong Canal. As the oldest and longest man-made canal in the world, the Grand Canal is about 3,200 long with a history of over 2,500 years. It starts at Beijing in the north, running through Tianjin, Hebei Province, Shandong Province, Henan Province, Anhui Province, Jiangsu Province, and Zhejiang Province along its way, linking five great rivers, including the Hai River, the Huai River, the Yangtze River, the Yellow River, and the Qiantang River.
Today, the ancient Grand Canal flows into a new era with new opportunities. The Grand Canal covers six distinctive regional cultures, including Beijing-Tianjin, Yanzhao, Qilu, Central Plains, Huaiyang, and Wuyue. The areas along the route have 23 national-level historical and cultural cities, which are extremely rich in both cultural and economic resources. On June 22th, 2014, the 38th session of UNESCO World Heritage’s committee announced the Grand Canal as UNESCO World Heritage. This announcement increased the amount of China’s World Heritage Sites to 46. At the end of 2019, China has issued a plan for the construction of national culture parks for the Great Wall, the Beijing-Hangzhou Grand Canal, and the Long March, which will get a better display, protection, and utilization.
As a part of Visiting China Online program, China Cultural Centre in Sydney has launched Millenniums of History and New Landscape-Tourism along the Grand Canal Online Broadcasting Exhibition. This broadcasting exhibition will highlight the characteristics, the profound history, and cultural heritage of the Grand Canal, showing the wisdom of the people and the high-quality economic and social development of the eight provinces and cities along the Grand Canal. | https://cccsydney.org/2021/06/16/millenniums-of-history-and-new-landscape/ |
Inner Mongolia Qingshui River Old Cow Bay Geopark is located in Hohhot City, Inner Mongolia, Qingshuihe County, central Inner Mongolia Autonomous Region, Hohhot City, the southernmost point, a total area of 25.34 square kilometers. Park geological relics are rich in types, unique natural landscape, long history of humanity, beautiful ecological environment. The gushing Yellow River, the claustrophobic gorges and the Great Wall converge here to form a geological park with obvious characteristics, great ornamentality and popular science.
Located in the Yellow River basin on the Jinmeng border, the Old Cow Bay Geopark of Qingshui River in Inner Mongolia is the only meeting point of the Yellow River and the Great Wall, and has a typical loess plateau. The geological structure belongs to the transition zone where the back slope of Shanxi platform is connected with the earth axis of Inner Mongolia. Special geographical location, long geological role has created the Qingshui River large-scale, crisscrossing canyons, rich and dynamic waterfall landscape, typical geological structure and yellow land landscape. The park has developed the most complete set of paleontological stratospheric systems on the northern edge of North China, which truly records the history of land and sea changes on Earth for more than a billion years. The park is also located at the first corner of the Yellow River "several" glyphs, and the rich geological relics in the park are of great significance to the study of the formation and evolution of the Yellow River, as well as human activities and environmental changes.
Lao Niu Bay is located in the core of jinshan Grand Canyon, the two sides of the river valley wall, the river in the bibo Wan, the river bank on the Great Wall towering, villages all over the monuments. It is the only place where the Great Wall and Yellow River meet, and it is also a perfect blend of human history and natural relics. Doo turn the stars, the years flow, the rolling Yellow River meanders through, leaving behind thousands of years of praise for the world's magnificent spectacle.
The long history, here left the footprint of human life and reproduction; The Qingshui River is located on the northern edge of our country, and the Great Wall of Luming stretches over the mountains of the Qingshui River, forming an important military defense line of the ancient border. Xiao Xiaoqiu wind blowing, the ancient Great Wall as if still wolf smoke rising. If the Great Wall is the treasure of Qingshui River culture, the cave is a gift from the history of Qingshui River. The stone used in the Qingshui River cave, many local materials, stone hard, bright colors, kiln stone carving exquisite, stone carving pattern modeling, enough to be comparable with Yan'an cave.
Heavy history and culture and rich human resources, so that the Qingshui River, the people of the people, talented generations out. Since ancient times, the simple character of kindness and self-improvement of the quality into one, constitute the characteristics of the QingshuiHe regional culture, become a treasure of Chinese civilization.
The establishment of QingshuiHe Lao Niu Bay Geopark is the best way to make full use of natural resources and protect natural resources, which is of great practical significance for developing local economy, restoring ecological environment, protecting geological relics and popularizing scientific knowledge. | https://www.laoniuwan.org.cn/introduction/ |
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Burlington, Ont.—Oct. 13, 2017—A group of First Nations’ dancers led the celebration today as three levels of government broke ground for the construction to transform Joseph Brant Museum.
The current Joseph Brant Museum is a 1937 replica of the house Mohawk native Joseph Brant, Thayendanegea, built on a 1798 Crown land grant. A modern addition to the museum will be built into the grassy area under the current museum.
The expansion by contractor Aquicon Construction, on behalf of the City of Burlington, will add more than 12,000 square feet to its current size. This will allow the Joseph Brant Museum to become a cultural destination and a place to host national exhibitions and the collection of artifacts.
The current 5,000-square-foot museum will be expanded to provide barrier-free space for gallery displays, interactive programming, the storage of collections and community outreach.
Quick Facts about the Joseph Brant Museum Transformation
About Joseph Brant
Joseph Brant, Thayendanegea, lived from 1742 to 1807. In 1798, the Mohawk and British captain was granted 3,450 acres at the head-of-the-lake (Burlington Bay) by King George the third.
Quotes Karina Gould, Minister of Democratic Institutions, MP for Burlington “The Joseph Brant Museum is an important space in our community that provides a window into Burlington’s rich cultural past and early foundations. Cultural spaces like the Joseph Brant Museum allow Canadians to have greater access to our arts and culture. I look forward to watching the progress of the construction of the new facilities. “
Eleanor McMahon, Minister of Tourism, Culture and Sport and MPP for Burlington
“Ontario’s rich and diverse cultural heritage gives our communities identity and character, and it enhances our sense of place and pride in where we live. Conserving our cultural heritage reflects what we value about our past, what we have learned from it and what we want future generations to know. The Joseph Brant Museum has managed to encompass all of that, and more."
Mayor Rick Goldring
“The Joseph Brant Museum transformation will help us to celebrate the important history of our First Nations’ people, including Burlington founder Joseph Brant (Thayendanegea), as we transform into a major exhibition and heritage centre, adding to the wonderful cultural spaces that exist along Burlington’s waterfront. This project is a great example of collaboration between the city, our federal and provincial partners, the Burlington Museums Foundation and our community.”
Links and Resources www.museumsofburlington.cawww.burlingtonmuseumsfoundation.ca www.aquicon.com
Images/Photos Views of Museum
About Burlington Burlington is one of Canada’s best and most liveable cities, a place where people, nature and business thrive. Sign up to learn more about Burlington at www.burlington.ca/enews. | https://www.burlington.ca/en/Modules/News/index.aspx?feedId=0b11ae3a-b049-4262-8ca4-762062555538&page=4&newsId=26c88f2a-07ea-4c2e-a80f-d64ee44ef927 |
What was traded through the Grand Canal?
What was traded along the Grand Canal? … The Grand canal connects the Yellow River Valley and the Yangtze River Valley. The Grand canal enabled northern cities to buy rice from South China. The Grand Canal connects North China and South China.
Why did China built Grand Canal give three reasons?
For a vast agricultural empire, the Grand Canal has enabled the achievement of three major objectives over the course of history: 1) maintaining a link between the successive political capitals and the fertile plains of the central east and east, 2) providing military transport to protect the northern frontier, 3) …
Why was the Grand Canal important to the improvement of trade in China?
Why was the Grand Canal built? The canal was built in order to easily ship grain from the rich farmland in southern China to the capital city in Beijing. This also helped the emperors to feed the soldiers guarding the northern borders. The Ancient Chinese built early canals to help with transportation and commerce.
How did the Grand Canal help Song China?
The Grand Canal played a huge role in reunifying north and south China. The canal was built by conscripted laborers and connected the Yellow River in the north with the Yangzi River in the south, which made it much easier to transport grain from the south to the centers of political and military power in north China.
What linked northern and southern China?
The Sui began the Grand Canal to link northern and southern China. In 618, the Tang dynasty replaced the Sui. The Tang ruled China for nearly 300 years.
What is the significance of the Grand Canal?
The Canal provided a means of trade and transportation between North China and Southern China. The Grand Canal allows ships to travel between China’s two main river systems. The Chinese locks on the Grand Canal will enable canals to be built all over the world.
Why did the Chinese build the Great Wall of China?
The Great Wall of China was built over centuries by China’s emperors to protect their territory. Today, it stretches for thousands of miles along China’s historic northern border.
What is the Grand Canal AP world history?
Grand Canal. The 1,100-mile (1,700-kilometer) waterway linking the Yellow and the Yangzi Rivers. It was begun in the Han period and completed during the Sui Empire. ( p.
How did the Grand Canal increase trade?
Stretching almost 800 miles, the Grand Canal’s main purpose was to ship grain to Beijing. The canal helped China stay well connected and well fed, which in turn allowed the country to be an active player in international trade. … For example, Hangzhou was able to bring spices from South Asia to China.
What is the Grand Canal in the Sui Dynasty?
Grand Canal in the Sui Dynasty
Known as Suitang Great Canal in the Sui Dynasty (581-618), the Great Canal was expanded under Emperor Yang’s (569-618) order to exert more control over the Yangtze River Delta.
How did steel and iron affect China?
The expansion of steel production, particularly over the past decade, has been a significant driver of China’s demand for raw materials, especially iron ore and coking coal. This has resulted in a considerable increase in China’s imports of these commodities.
How did trade improve during the Tang and Song dynasties?
Through use of land trade along the Silk Road and maritime trade by sail at sea, the Tang were able to gain many new technologies, cultural practices, rare luxuries, and contemporary items. … Songs, dances, and musical instruments from foreign regions became popular in China during the Tang dynasty.
How would a canal increase the sense of community in China?
The Grand Canal extended almost 1240 miles and forty paces wide, with roads running parallel to the waterway on either side. It integrated the economics of northern and southern China, thereby establishing an economic foundation for political and cultural unity.
Was the Yellow River used for trade?
The river runs turbulently through deep gorges in West China. … Still, the Yellow River is considered an important water way in China, and freighters do use it to transport goods inland because boating is cheaper than trucking or rail. | https://chinaplustour.com/china-landmarks/what-did-china-trade-on-the-grand-canal.html |
Adam Conover employs a combination of comedy, history and science to dispel widespread misconceptions about everything we take for granted. In this episode, Adam ruins Christmas.
As China grows in power, does Australian security lie with the US? US Ambassador Jeffrey Bleich and Professor Zhu Feng, from Peking University are among the debaters.
Adam and Emily talk about jail rehabilitation, solitary confinement, and corporations that make money from prison inmates.
Robyn Archer, Larissa Behrendt, Ien Ang and Bridget Kendall discuss Australian stereotypes. Saree Makdisi looks at the controversial construction of the Museum of Tolerance in Jerusalem. Scientist David Mills talks solar power, while Paul Auster reads from his new book.
The Feed satirises the editorial process at Sydney's Daily Telegraph tabloid newspaper. Coarse language. | https://www.enhancetv.com.au/video/adam-ruins-everything-adam-ruins-christmas/34538 |
KP a nice destination for tourism
Editor's note: Cheng Xizhong, Visiting Professor at Southwest University of Political Science and Law，Special Commentator of China Economic Net, former Defense Attache in South Asian countries. The article reflects the author's opinions and not necessarily the views of China Economic Net.
Special Assistant to the Prime Minister on Poverty Alleviation and Social Safety Dr. Sania Nishtar on Sunday said that Khyber Pakhtunkhwa (KP) was blessed with abundant historic and tourist attractions.
I fully agreed with Dr. Sania Nishtar, as I had the chance to visit many localities in Khyber Pakhtunkhwa during my stay in Pakistan and found them quite unique and attractive. Moreover, I think the northwestern province and other northern regions are not only rich in tourism resources, but also promising destinations for investment.
The biggest advantage of developing tourism in Khyber Pakhtunkhwa lies in its rich cultural history and charming natural landscape, which can meet the diversified needs of tourists. In terms of cultural heritage, Khyber Pakhtunkhwa once witnessed the development and prosperity of Gandhara in the sixth century B.C., where a large number of precious cultural relics have been unearthed and properly preserved in the Peshawar Museum.
In natural resources, Khyber Pakhtunkhwa is endowed with valley landscapes, making it an ideal place for both relaxation and adventure. In particular, the ski resorts in Swat Valley, surrounded by mountains, crisscross gullies, dense forests, and staggering lakes, enjoy a high reputation all over the world. The people in Khyber Pakhtunkhwa are gentle, open-minded, friendly, and hospitable, who would make tourists feel at home.
In recent years, both the federal and provincial governments have attached great importance to the development of tourism and hope to increase the contribution of tourism to GDP to 10% in the next few years. As a province rich in tourism resources, Khyber Pakhtunkhwa will invest more in tourism than the national average in future economic development.
Now, the underdeveloped transportation and other infrastructure is the biggest bottleneck restricting the development of tourism in Khyber Pakhtunkhwa. Therefore, as far as I know, the provincial government hopes to carry out close cooperation with China while accelerating infrastructure construction.
On this issue, I would like to offer some suggestions for reference:
First, as the construction of the China-Pakistan Economic Corridor（CPEC） has entered Phase II, the two sides should pay more attention to tourism and cultural cooperation to realize the people-to-people connection between the two countries.
Second，Khyber Pakhtunkhwa is rich in oil, natural gas, hydraulic, mineral, and gemstone resources. China and Pakistan can strengthen cooperation in the development of these resources. In addition, the cooperation between China and Pakistan in the construction of Rashakai Special Economic Zone in the province will effectively promote local industrial development. The development of resources, industry and tourism should be integrated, so as to enhance the financial status and drive tourism development.
Third, it is certain that with years of unremitting efforts, the security situation in northern and northwestern Pakistan, including Khyber Pakhtunkhwa, has improved year by year. This hard-won achievement should be further consolidated to continuously improve the tourism security environment and attract travel enthusiasts from regional countries including China and Central Asian countries. | https://gwadarpro.pk/1465518413934161922/kp-a-nice-destination-for-tourism |
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Hebrew Surrealism is a term used to describe the work of a group of Jewish artists and writers who were active in the 1930s and 1940s and who were influenced by the Surrealist movement. Some of the key figures in Hebrew Surrealism include: Yosl Bergner: A painter and graphic artist...
Exploring Modern Israeli Art: From The “Eretz Israel” School to Contemporary Artwork
Modern Israeli art refers to the visual art produced in Israel from the late 19th century to the present day. It encompasses a wide range of styles, mediums and movements, reflecting the diverse cultural and political landscape of the country. Some of the key movements and styles in modern Israeli... | https://artlevin.com/tag/modern-israeli-art/ |
The Great Wall .
History
- 7th century BC: Construction of the Great Wall begun by feudal warlords.
- Qin Dynasty (221-206 BC): Lengths of the Great Wall were joined together (alongside the union of China).
- 206 BC–1368 AD: Extension and rebuilding to protect the northern borders of the Chinese Empire from invaders.
- Ming Dynasty (1368–1644): The Great wall reached its greatest extent.
- Qing Dynasty (1644-1911): The last Chinese dynasty was ushered in by a beach of the Great Wall at Shanhai Pass by Manchu invaders in league with a disenchanted general. Great Wall maintenance ceased for more than 3 centuries.
Geography
- Significance: the longest fortification ever built
- Purpose: to defend the Chinese Empire from Mongolian and Manchu enemies to the north.
- Tourism: China's biggest and most popular tourist attraction.
- Provinces and municipalities crossed: Liaoning, Hebei, Tianjin, Beijing, Shanxi, Shaanxi, Ningxia, Gansu
- Location: From Shanhai Pass (39.96N, 119.80E) to Jiayu Pass (39.85N, 97.54E). Straight line distance: 1900 km (1200 mi). Most popular sections are around Beijing.
- Closest section to Beijing: Juyong Pass (55 km or 34 mi)
- Most visited section: Badaling (63,000,000 visitors in 2001)
- Terrain: Mostly mountainous, taking advantage of natural obstacles. From the Bohai coast at Qinhuangdao, around the north of the Great Plain of China, across the Loess Plateau, and along the desert corridor of Gansu between the Plateau of Tibet and the loess hills of Inner Mongolia.
- Altitude: From sea level to over 500 meters (1,600 feet)
- Best time to visit the Great Wall: Beijing sections: spring or autumn. Jiayu Pass: May to October. Shanhai Pass: summer and early autumn.
- Great Wall tours: If your goal is to reach the Great Wall, we at China Highlights are here to help you get over all the difficulties.
Top Great Wall FAQs:
How long is the Great Wall?
There is no easy answer, because over the dynasties the Great Wall has been eroded, built, rebuilt and extended many times. It was over 6,000 km (3,700 miles) long.
Who built the Great Wall when and why?
The first parts of the Great Wall were built in the 7th Century BC when China was still divided into many small states.
What protection is there for the Great Wall?
In order to save this cultural heritage, many wise men suggest we should make the Great Wall better understood by the world, and make laws to protect it. Then the world can share this outstanding part of Chinese history and culture in this century and centuries to come.
Which World VIPs have visited the Great Wall?
Over the years, dozens of world celebrities have left their foot steps on the Great Wall.
What is the best time to visit the Great Wall?
The Great Wall offers a timeless charm to tourists, but scenery varies with the seasons. Visit in a different season and you will get a quite different experience. | https://tafreehmela.com/threads/the-great-wall.233485/ |
In the first instalment of a two-part series exploring the implications of Covid-19 for digital rights and data ethics, MSc Health and International Development alumna Elise Racine looks at what lessons can be drawn from her 2019 dissertation.
While at the London School of Economics, I had the opportunity to delve into the societal impacts and human rights implications of emerging technologies, particularly for vulnerable groups. I am a huge believer in the power of social innovation to tackle some of our world’s most pressing challenges—including pandemics like COVID-19. But I realize that to accomplish their intended purpose of doing good while reducing harm, such solutions must be ethically designed, implemented, and utilized, as well as critically and consistently scrutinized.
Exceptional circumstances, however, can lead to poorly designed and/or implemented projects that bypass democratic procedures. Such projects can be misused and, ultimately, place individuals at greater risk. I examined this reality in my MSc dissertation on humanitarian digital identity systems for displaced populations. As I see a growing number of tech initiatives aimed at helping trace and contain the spread of the coronavirus, this research seems increasingly relevant. So, I reviewed my dissertation to see what lessons could be applied as we navigate these difficult circumstances and the unprecedented technological deployments they have inspired.
COVID-19-Related Technological Solutions
Before diving into the implications of these technologies, I want to quickly review the novel digital surveillance tools that are surfacing around the world. Many of these tools, including various mobile applications, have been used for contact tracing, or the process of identifying everyone with whom an infected individual has recently had contact. Contact tracing is an important communicable disease control measure and has been crucial to stopping the transmission of the coronavirus. But many of these digital tracking initiatives have been involuntary, raising questions of government oversight and the erosion of data privacy.
China, where the virus first emerged, has been leading the charge. Mobilizing the country’s extensive surveillance apparatus, authorities have employed a mix of travel records, CCTV cameras, drones, and location data from cellphones to trace the coronavirus’ spread and enforce quarantines. At least 28 other countries are similarly utilizing mobile data to analyze social patterns, track confirmed cases, and/or monitor quarantined individuals. These include Austria, Australia, Germany, India, Israel, Italy, South Korea, Switzerland, Taiwan, and the United States. In several of these countries, this data has been supplemented with intelligence gathered from credit card transactions, security footage, and other sources. In South Korea, some of this information—like the ages, work and home addresses, and frequented restaurants of confirmed patients—has appeared on government websites. While names are omitted, there have been cases where these reports have provided enough details for the public to identify these individuals.
How Does This All Relate to Fundamental Rights?
There is a huge power differential between those collecting and supplying data in COVID-19-related surveillance projects, many of which are government-controlled. This asymmetry combined with the exceptional circumstances and lack of transparency have ignited doubts around the ability of these digital tools to achieve informed and meaningful consent. Informed consent is not only critical to upholding human dignity and autonomy, but a core component of a rights-based approach to both health and innovation. For consent to be meaningful, it must be an ongoing process, revocable, and adaptable to different digital abilities. Most importantly, it must be freely given. But in the current situation do people truly have a choice? Accounts, including those from democracies like South Korea, indicate that in certain circumstances individuals cannot opt out of these surveillance measures and are not even being notified when their personal information is collected and used.
The value attached to personal information has led to claims that data is the most valuable resource on the planet, or the so-called “new oil.” But data is not oil. Rather, I and others would argue that the ability to control your personal data is a fundamental right. In which case, such commodification is highly problematic. When facing a global crisis, like a pandemic, this commodification has the potential to occur under the guise of advancing the “public good.” In general, our fundamental rights may be restricted during a public health emergency through curfews, lockdowns, forced border closures, and other limits on personal freedoms. In the case of COVID-19, these countermeasures have been necessary to contain the virus’ spread.
But they have also affected the balance between individual rights and the protection of the population at large and may have serious implications for data privacy. For example, citizens may be willing to forgo privacy protections if they believe it is necessary to fight COVID-19. In other cases, governments are demanding that individuals do so for the sake of public safety. But if these ad hoc measures lack sound democratic oversight, they could greatly infringe civil liberties. This may occur now as these programs are being deployed in the context of the pandemic. Or, it may happen once this crisis ends if such tools continue to be utilized.
Function Creep and the Potential for Mass Surveillance
These temporary restrictions are concerning especially when we consider the risk for function creep. Or in other words, the possibility that projects may exceed their original purpose. Not only is it difficult to rollback surveillance practices once they are in place, but underlying political logics and technological capabilities are in constant flux. For instance, an authoritarian regime may come into power and use COVID-19 digital measures to locate and imprison dissidents. Or, analytic advancements may enable unprecedented surveillance capabilities such that seemingly innocuous data provides unintentional information that can be manipulated and abused (including retroactively).
Digital initiatives may not always be able to withstand these changes, especially if they are poorly designed and/or implemented. In particular, they may be repurposed as political tools and/or coopted into mass surveillance networks. And while the rush to apply pandemic surveillance solutions may be necessary to combat the exponential growth of the virus, many projects have forged ahead with little scrutiny. This raises questions as to whether proper safeguards have been put in place to prevent these tools from being misused now or in the future. History, unfortunately, provides multiple examples where technology has been misappropriated to monitor, manipulate, and/or control individuals.
The fact that we are already seeing governments utilize technology that can identify and track individuals without their consent or knowledge is not a promising sign. Take for example Hong Kong and India, where officials have employed geofencing to draw virtual parameters around quarantine zones and monitor signals from smartphones and wristbands to pinpoint offenders—who can be jailed for their actions. Ultimately, the COVID-19 pandemic has the potential to usher in a new era of mass digital surveillance. Averting this prospect will require significant due diligence on our part.
These developments have particular implications for vulnerable populations, which I will expand upon in Part II of this series.
Elise Racine is an MPA candidate at the Hertie School and a research associate for A Path for Europe (PfEU), a nonprofit think tank where she focuses on digital rights and data ethics. She holds a MSc with Distinction from LSE and a BA with Honors from Stanford University.
The views expressed in this post are those of the author and in no way reflect those of the International Development LSE blog or the London School of Economics and Political Science. | https://blogs.lse.ac.uk/internationaldevelopment/2020/04/30/what-does-the-covid-19-pandemic-mean-for-digital-rights/ |
Something that George Orwell didn’t quite anticipate in his fictitious novel, 1984, was the progression of a dystopian surveillance state—amidst a global pandemic. The essence of his book focuses on the watchful eye of the government as it evolved into an authoritarian regime ripe with privacy concerns and human rights violations. Today, as the world faces one of the largest public health crises of the century, countries veer closer to becoming ominous super-surveillance states. Experts warn that the sharp rise in disease surveillance starts a dangerous precedent for the future, making the discussion of privacy concerns more applicable than ever.
In March 2020, as China continued waging its long battle against the coronavirus, they inputted an effective, but controversial contact tracing app required for citizens in more than 200 cities. Coined as the Alipay Health Code, the system granted users codes that spontaneously changed color depending on location and virus exposure. Though the concept sounds phenomenal in keeping the virus at bay, it presents a cause for concern, as the app automatically sent personal data to law enforcement—and this begs the question: what are the implications of police having easy access to citizens’ location data and private information? The mass collection of data by the police may carry unforeseen consequences, especially given that officials can choose bits and pieces of information from one’s data storage site, and use it at random times to incriminate dissenters.
As researcher Maya Wang told The Times, China has a history of using specific events as means of justification for the introduction of surveillance tools, yet usage persists well afterward. Citing the 2008 Olympics, she says that new monitoring tools are consistently introduced for a purpose, but they never leave. “The coronavirus outbreak is proving to be one of those landmarks in the history of the spread of mass surveillance in China,” she said. Wang says that the newly introduced data-sharing and location-grabbing technology that was originally created by the government for the purpose of tracking the coronavirus will be here to stay. In fact, the algorithmic techniques that were used to predict the likelihood of infection are similar to the ones currently being used on the Uyghurs, China’s Muslim ethnic minority. Technology provides scores for individuals that tell officials of their political pliancy and aid in their decision of who should be rounded up into an internment camp.
It’s not just China that has inputted algorithmic contact tracing technology; in Israel, Prime Minister Netanyahu issued an emergency order and bypassed the standard process of approval to allow the government to use technology to monitor citizen’s cell phones and track those suspected to have the coronavirus. In addressing privacy concerns that arose from the addition of the tracking app, Israel swiftly responded by inputting an oversight committee to balance the necessary public safety with data privacy. Still, the fact that the Prime Minister gracefully advanced surveillance on the Israeli people in a matter of a few days shows how easy it is to use the pandemic as a scapegoat for tightened control.
Reports as of March 2020 show that the 65 contact tracing apps that were in use did not specify how long user data could be stored. Additionally, 49 percent of these apps lacked privacy policies, and others had privacy policies that were completely misleading. For instance, one Canadian contact tracing app claimed that it did not utilize GPS or location tracking, yet when scrutinized further, it subconsciously initiated location permissions for users. What’s more troubling is that half of the apps explicitly state that they will share data with law enforcement agencies, again displaying how companies and governments alike are trying to take advantage of this public health vulnerability.
These apps have brought about much public response from dissidents (at least those who can dissent), as well as those genuinely concerned about the future of democracy when it comes to surveillance states. Ever since Edward Snowden’s incident and before, the issue of surveillance has moved more and more into the global spotlight, but author and activist Arundhati Roy put it best when she told The Guardian that “Pre-corona, if we were sleepwalking into the surveillance state, now we are panic-running into a super-surveillance state.”
Despite the privacy violations, it must be remarked that, around the world, different governments’ use of surveillance technology aimed at containing the virus has been immensely successful. South Korea, which was faced with widespread outbreaks very early on in the pandemic, has observed that information collection has worked to contain the spread of the deadly virus. Contact tracers can see the full train of a person’s movement through the collection of several forms of sensitive data, and this is useful in administering state-mandated quarantines.
Aside from its obvious societal health benefits, the deployment of surveillance technology poses dangerous consequences for the future of democracy. Researchers claim that citizens’ privacy is essential for the prevention of democratic backsliding, because it ensures that states have limitations. When governments know everything about their citizens, this allows them to extend state control beyond moral premises. According to Justice Felix Frankfurter in Wolf v. Colorado, the “security of one’s privacy against intrusion by the police – which is at the core of the Fourth Amendment – is basic to a free society.” Essentially, not only does privacy makes sure that democracy remains authentic, but it also allows for the progression of society, where individuals can think and advocate for themselves. With one-third of the population already living in declining democracies as of 2018, it is necessary to consider the long-term implications of the coronavirus pandemic on politics.
While the world edges closer to the circumstances depicted in 1984, there’s still a long way to go. Constituents and their governments must strive to establish proper surveillance boundaries. Ensuring that both security and privacy can coexist is vital, because as Edward Snowden said, “Privacy is what allows us to determine who we are, and who we want to be.”
Leave a Reply. | http://www.ridgepoliticalreviews.com/all-articles/surveillance-democracy-and-covid-19-at-the-crossroads |
The dystopia is a familiar trope in the “Piecraftian”, darker side of dieselpunk.
Erika Gottlieb argues in Dystopian Fiction East and West: Universe of Terror and Trial (2001) that dystopian fiction looks at the totalitarian dictatorships of the dieselpunk era as its prototype: “a society that puts its whole population continuously on trial, a society that finds its essence in concentration camps, that is, in disenfranchising and enslaving entire classes of its own citizens, a society that, by glorifying and justifying violence by law, preys upon itself.”
One of the earliest dystopias comes from that great fountainhead of science-fiction, H.G. Wells. In his 1910 novel The Sleeper Wakes, our hero — a confirmed Marxist who falls asleep in Victorian Cornwall — wakes up in London two centuries later to discover that, owing to a trust-fund set up by his brother, he is now the ultimate capitalist and owner of half the planet. Wells describes a technological wonder world with aeroplanes, radios, televisions and automatic tailors. Old landmarks like the Houses of Parliament and St Paul’s Cathedral are tucked away in the basement. The Thames has become an underground canal.
So far, so good — but we gradually discover that the corporation ruling in our hero’s name is far from benevolent and a third of the population lives in virtual enslavement to an organization descended from — wait for it — the Salvation Army!
The urban dystopia more familiar to dieselpunks will be Fritz Lang’s Metropolis. A technocratic utopia on the surface, with sky scrapers the size of small cities and sky bridges crisscrossing the bottomless concrete canyons, the futuristic city only runs on the labor performed deep below by workers without rights nor any hope of a better life.
As Piecraft himself has written, the 1927 German film is really a precursor to the dieselpunk genre. The “large factories, big pumping machinery and other forms of radical technology and science that at the time of the film’s making were but pure fantasy” have inspired similarly depressing industrial landscapes in later dieselpunk fiction. Metropolis‘s theme — a world radically changed, and not for the better, by war or a cataclysm — is one that resonates in the darker side of the genre today.
In this case we recognize that Lang seeks to show us the dire consequences of a war out of which a totalitarian regime emerges victorious. This brings about a world in which the freedom and happiness of the masses are compensated in order to stabilize peace.
Which goes to the essence of the dystopia.
George Orwell’s Nineteen Eighty-Four (1949) is the most famous example. It introduces a world where surveillance is so omnipresent that even thinking the wrong thoughts can be cause for persecution. In “With Folded Hands …” (1947), Jack Williamson has robots take over to prevent humanity doing any harm to itself. Recurrent themes include an all-powerful state and no hope of ever regaining what has been lost.
Or is there? The dystopian London of Alan Moore’s V for Vendetta is not too dissimilar from Orwell’s. But this time our hero isn’t beaten by the system. The anarchist “V” manages to topple a Nazi-like dictatorship by challenging the tradeoff people made in the first place: After nuclear war, the British accepted tyranny as the price for security. Some, like “V”, never will. | https://neverwasmag.com/2016/02/how-dystopias-influenced-dieselpunk/ |
Orwell incorporates symbolism to reinforce the novel’s multiple themes. Orwell wrote 1984 with the main aim of educating future generations about the risks of accepting a totalitarian state. The speaker uses strong metaphors to intensify the meaning of the thoughts when relaying the knowledge through various themes. Orwell uses icons such as doublethink and telescreens to provide a clear correlation to the themes. The novel’s theme of revolt is clear from the start. The statement demonstrates a tendency to still act in opposition to the governing power. Orwell uses Winston’s journal together with glass paperweight to help in enhancing the theme of rebellion.
There is a poster where a man is watching down over some words written, “Big Brother is watching you.” In this picture, the poster is used to symbolize the party in the face of the citizens. It brings assurance to the people from the warmth of its name, “Big Brother” and its ability to offer protection yet it seems to provide a significant threat especially with its gaze. The poster of big brother also portrays the manner in which the members of the upper ranks in the present themselves to the people. They seem to be caring yet they remain oppressive inside, thus making it difficult to understand them, their lifestyles and why they behave in that manner.
Winston bought a glass paperweight from a store in the prole district. The glass paperweight was used to symbolize Winston’s attempt to reconnect with the past. The ruling party had developed its version of propaganda which ensured people’s brains, eroding the memories and replacing them with their version of the truth. In this manner, the people find it hard to question the current actions of the party after accepting the talks of the party regarding the past. Winston fails to connect this kind of principle and gets the glass paperweight to help in reconnecting with the experience. Eventually, a thought of police arresting Winston finally comes and the paperweight falls on the floor. The paperweight was therefore used to symbolize the reconnection with the past. When paperweight shatters, it seems that his hope to make sense of the past also shatters. In this respect, it shows the party’s aim to control the thoughts of its citizens, and when a person is found thinking about anything that contradicts the ideas of the party, they are arrested and punished. Similarly, the dust also symbolizes Winston’s efforts to come to terms with the past and be rebellious towards the big brother.
The picture of St. Clément’s Church is another way the author uses symbolism in the novel. The image symbolizes the lost past. Winston tries to relate the picture with a song that ends with the words “Here approaches the chopper to chop off your head!” the picture symbolizes the Party’s cunning way of controlling history (Bloom). Also, Winston talks of meeting O’Brien in “a place where there is no darkness.” All these came to him in the form of a dream, and he contemplates in the entire story. Finally, he meets O’Brien in a situation which fully fits this description, the prison. Perhaps in the prison cell lights do not go off. The concept of “a place where there is no darkness,” symbolizes his approach to the future. He believes he will never succeed however much he tries to put his life together. He chooses to trust O’Brien, even though his inner senses reminds him that O’Brien could be just another party agent.
The telescreens are used to symbolize the rot of the party and how those in higher ranks misuse technology through the totalitarian government to control the citizens. Also, it symbolizes the constant surveillance of the party of its subjects. The telescreens are also used to signify the capability of the party to spread propaganda among the citizens and monitor them. The party is portrayed through the telescreens as an entity which abuses technology to work in their favor instead of using it to promote civilization.
The author also introduces the red-armed prole woman whom Winston listens to her singing through the window. The woman symbolizes a ray of hope in the life of Winston. The writer hopes that the woman will give birth to a generation that will realize the oppression the party has brought over them and rebel against the party for the prosperity of the entire society. The woman is used to symbolize hope in the community that is slowly losing its fabric as a result of an oppressive regime.
Doublethink is another concept brought in by the author to symbolize psychological control over the citizens. Orwell gives the different ministries in the government; however, the functions of the ministries contradict each other. A good example is the Ministry of peace which pushes for war, the department of love which works under the acts of violence and torture. The author adds that the party uses doublethink to make individuals believe that two plus two is not four but five (Bloom). Their thoughts have been arrested and forced to follow a specific pattern. Doublethink is therefore used to symbolize the nature of brainwashing that the party has undertaken upon its people to believe anything they are told, thus restricting them from exercising free thoughts.
The book also introduces Winston’s mother who only appears in his dreams and memories. The mother is used to symbolize the past before the party took over the totalitarian government. The mother symbolizes the better past days before the oppressive party came to power. However, as the book progresses, it emerges that the mother also symbolizes Winston’s extreme guilt. The mother is the epitome of a past covered by the acts and lies of the ruling party. The novel also introduces another person, Goldstein, whom there is no surety of his existence. Goldstein is used to symbolizing the enemy of the party. Whenever anything wrong happens to the party, all blame goes to Goldstein. In public, he is regarded as the enemy of the party, but the party is using him as a scapegoat. Using Goldstein as a scapegoat is part of a comprehensive scheme by the party to manipulate the thoughts of the citizens and ensure that they think in a particular pattern.
Orwell further talks about the memory holes which he briefly mentions in the novel. The party always insisted that any scraps of paper had to be tossed in the memory holes. The memory holes are linked to the furnace, implying that the party was interested in destroying all the memories among the citizens. The memory holes, therefore, symbolizes the destruction of the memories and replacing them with corrupt thoughts of the party. The papers to be tossed into the memory holes expresses the experiences of the past before the emergence of the party. The furnace is used to explain the complete destruction of the past.
The scarlet anti-sex waist sash worn by Julia is also used symbolically. Julia is a symbol of a person devoted to the party and its doctrines. She sleeps with almost every man; however, she wears the sash to hide her true actions of having sex all the time. Julia symbolizes the party which portrays a protectionist image in the eyes of the citizens, yet it continues to erode their minds with propaganda. The sash is, therefore, a contradiction of her true life. The sash also symbolizes her duality, the growth of perverseness and the desire to remain pure.
Finally, Winston has a journal where he writes his innermost convictions and feelings. The author hides the journal as it represents the ideas contrary to those of the ruling party. Winston knows very well that it is a crime to go against the ruling party, but the individual cares less about the same. In the journal, he writes things which make the reader believe that he understands the kind of the society where he lives. The journal is used to symbolize the pressure he has gone through in handling the party’s primary goal having the psychological and physical control of its citizens. The journal also signifies a rebellious person who has refused to be controlled by the ideologies of the ruling party which are full of propaganda and deceit. Orwell succeeds in his attempt to incorporate the themes of the book which correspond to the symbols.
Works Cited
Bloom, Harold, ed. George Orwell’s 1984. Infobase Publishing, 2009. | https://writinguniverse.com/symbolism/ |
During my research presentation, I will be talking what makes dystopias so popular to young adults. There will be discussing five main points that will support my thesis: types of dystopian societies, restrictions as a definition of dystopian societies, the role of young adults in dystopia, the connection between the audience and dystopia literature, and what makes them popular. As you may have known already, every dystopia has some type of control, whether it be by the government, a group of people, or a single person. Identifying the control of a dystopia can make it easier for the reader to understand what is happening in that society. I also want to talk about how the control of a dystopia wants children to behave and why. Why does government control take major risks in order to stay in control? In most dystopias, the main character is usually a young adult in their teens because they are the ones that are mostly affected by the dystopian control. The connection that lies between dystopia literature and young adults is a true definition of patterns that follow through with these young adults. Young adults are revolted by the attitudes and actions that that happen within their societies. They do not find it right that others are smug and bear no feelings towards the injustices and cruelty committed upon human beings. Some people think that dystopian literature would be more appealing to young adults and adolescents merely because it does touch on romantic and platonic relationships. However, a lot of young adults may relate with this as the struggle to transition into adulthood and find one’s identity has been on for the longest time. Base on the events that have occurred in our generation these past couple of years, this makes it easier for authors to have their characters relate to us in the role they play in their community. By reading their books, we gain some type of knowledge of what can happen to us someday and makes us realize that we need to stand up for what is right now than to what when it is too late later on.
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As I continued digging into various resources for my initial research question “do people believe that consumerism can lead to dystopia?”, I now have an answer: yes, consumerism is a dangerous and strong force that can transform a capitalist society into dystopia. The evidence I found can be categorized into three divisions: the environmental, social and political impact of consumerism. Considering the limited scope of this research project, I will focus only on the social aspect, therefore raising a more specific question: how can consumerism cause a dystopia to form from a social perspective?
I will address the question from three levels of social analysis: from the most micro level—how consumerism affect individuals in a society, to the ways in which people interact, finally to large scale socio-economic classes that comprise the whole society. Details from the dystopian society in M. T. Anderson’s Feed corresponding to each level of society will be presented and parallels will be drawn to present capitalist societies using sociological analysis.
On the level of individuals, consumption is addictive. In a consumerist society where consumption is promoted as the foremost necessity, consuming easily becomes an impulsive behavior as individuals are never satisfied with what they already own. This turns into a vicious cycle of personal insecurity and consumption, which likely gives rise to mental problems and anti-social behavior. When using social media to show off the products one buys, individuals are also branding and selling themselves as commodities. Such trading of personal identity defined by consumer goods homogenizes people and culture, thus dehumanizing people by forcing them to lose their true identity and uniqueness and shaping them into a uniform and supposedly ideal “one”.
In evaluating interpersonal interactions in a consumeristic society, such connections are severely undermined. In such a society where instant gratification and interest of self are valued, people participate less and less in public life and community values are corroded. Although people tend to socialize more through social media or entertainment activities, such as parties, they approach others with a utilitarian view, creating shallow relationships, which leads to increasing relational crisis in families and between “friends.” With businesses targeting consumers’ emotions in advertisements, people become more driven by emotion rather than logic. Such lack of rationale is also detrimental to personal relations.
From the highest level, gap between social classes are enlarged and the whole society easily turns into a power system. From basic economic analysis, it is fairly straightforward to conclude that consumerism causes accumulation of wealth in the upper class while exploiting cheap labor from lower class. Such rich-poor disparity only increases with time, leading to complete division of people, which is usually one of the basis of dystopia. Another characteristic of highly developed free market economies is the concentration of power, which ultimately turns into authoritarianism. As it may be counterintuitive to imagine how free economies, “utopia of freedom”, can turn into authoritarian societies (typical of dystopia), I am confident that you will find the reasoning very logical and convincing as it will be presented in my research paper “Evolution of Consumeristic Society to Dystopia——A Sociological Analysis.”
Dystopias are interesting because so much of their characteristics are left up to interpretation by writers and readers. They are similar to The Constitution in that there are groups of people who strictly interpret its roots and those who stretch them to fit into other categories. That is why dystopian fiction has bled over borders into the realms of science-fiction, romance, and apocalyptic ideas. These variations in theme, setting, and plot have caused different interpretations of what is considered a “perfect” utopian society, and alternatively its anti-perfect, dystopian counterpart. For my research project, I am hoping to research how each society’s idea of “perfect” differs, and how these ideas shape its culture.
In the dystopia The Hunger Games, the Capitol maintains control of the twelve districts by forcing them to participate in the games. By portraying this to be a dystopia, one can infer that the author’s idea of a utopia would be a society where people are free to do as they please without a ruling autonomous government. Alternatively, in the book Shatter Me, Juliette lives with a touch that is fatal. The society is made up of rampant disease, food shortage, and dreary conditions. The government uses Juliette’s supposed flaw to for their own betterment. She is ultimately left with the choice of either giving into the government’s orders or fighting for what she believes in. Overall, this society seems to be flawed in the way it emphasizes the government’s manipulation of weakness for its own strength. One can infer from this that the author’s idea of a perfect society may be one where people are applauded for their differences and accepted for their disabilities.
I think that discovering how authors’ different ideas of “perfect” influence the way that they shape their dystopias will be interesting. However, I know that basing their ideas of “perfect” solely on the opposite of their dystopian novels is not an effective form of research. Dystopias come out of present day society, so finding out more about how this relates to a perfect society would be interesting. I hope to research more in detail about the history that brought about dystopias as seemingly anti-perfect societies. Moving forward, a question that I hope to answer about Shatter Me is how a certain period of time may or may not have influenced the author to write the book, seeing as it focuses on such an imperfect society.
Works Cited:
https://ktbpdrama.files.wordpress.com/2012/04/artt.jpg?w=584
A prominent theme I have found interesting in the dystopian societies that we have discussed is how the people in control have a tight grip over the flow of information. Most, if not all, of Gathering Blue was focused on the information that Kira became privy to during her time in the Edifice. One of the cornerstones of her identity was that her father had been killed by beasts, leaving her and her mother to fend for themselves. Besides being dishonest about how her father was attacked, the Council tied the attack into a lie that everyone in the village accepts: the existence of the beasts. As Kira begins to find out that she is being lied to about all these things, she lets slip to one of the Council members that her mentor, Annabella, had been telling her the truth. Then, as expected in a dystopian society, Annabella “coincidentally” ends up being taken to the Field of the Living because she had passed away. The Council did not want Kira to learn too much, because it could cause their society to unravel.
Overall, I’m curious about examining the flow of information in today’s society. Is our society as transparent as we would like? I want to explore the obvious examples like how open the government is to the public, but I also want to look at less prominent organizations as well. Lack of transparency has been a huge issue in this election cycle, and it was a large factor in the crash of the housing bubble around 2008. How accurately does our government portray events? How accurately does the media portray events? Who is in control of all these things and who benefits from them one way or the other? With some people claiming that this election is the end of society as we know it, how far are we really from our society being considered a dystopian?
The City of Ember is based in an underground world created hundreds of years ago to preserve humanity after famine, war and disease overtook the Earth. At the end of the first book, the main characters, Lina and Doon, discover the outside world. The city of Ember was dying, so our protagonists needed to find another home for their people. This leads to the second book in the Ember series, The People of Sparks. The second book showcases that while the new world brings salvation it also brings issues. The problem of adapting to the outside world is what I find most interesting about this dystopian novel.
A fascinating aspect of The People of Sparks is how the residents of the city of Sparks utilize and manipulate the Emberites. When the people of Ember escaped the dying city, it was Torren, a resident of Sparks, who first encountered the refugees. When he sees the numbers of the Emberites Torren is appalled, “Four hundred! In [his] village, there were only 322. He swept his gaze out over this vast horde. They filled half the cabbage field and were still coming over the hill, like a swarm of ants” (DuPrau 10). The hateful comparison foreshadows the tensions between the people of Sparks and the people of Ember.
Furthermore, the people of Ember are out of their element, therefore, more susceptible to manipulation. Lina becomes homesick and realizes that “[i]n Ember, everything was familiar to her. Here everything was strange” (DuPrau 42). The Emberites are shown as very ignorant when it comes to many basic elements of the Earth. For instance, while touring the city of Sparks, Lina is blown away by the sight of pine trees, goats, and bread (DuPrau 26-30).
The three leaders of Sparks meet the night of the refugees’ arrival to work out a system that will allow the city to continue to function even after the inconvenience of doubling their population. They unanimously decide that “[t]hey work—they help in the fields, they help with building, they do whatever there is to do […] As far as I can see, they know nothing (DuPrau 45). This method is how the people of Sparks would leverage control.
The conflict comes to a climax when “[i]nstead of getting easier as the days went on, work for the people of Ember got harder. It wasn’t just the work—it was the heat they had to work in” (DuPrau 104). The Emberites lived off of “…nothing but scraps to eat” and become hostile towards the people hosting them (DuPrau 110).
This conflict demonstrates a similar theme in many dystopias: the battle for control and power. The people of Sparks hold all of the supplies, rations, and necessities that the people of Ember need to survive and therefore there is building tension between the two populations as they try to cohabitate. The people of Sparks utilize their control to make the people of Ember work long and hours to survive. This idea creates the basis for a dystopian society.
Works Cited:
DuPrau, Jeanne. The People of Sparks. A Yearling Book, 2016. Print.
In dystopias, many authors use propaganda in their societies to show how the citizens can be controlled. Propaganda plays a central role in keeping the ruling government or leader in power. It provides them with a way to keep the citizens in order and providing them with only the necessary information.
Suzanne Collins uses quite a lot of propaganda in the novel, The Hunger Games. One of the first occurrences is the short film shown at the beginning of the reaping. It is a speech by President Snow to remind the districts of the terrible war and the uprising, which then led to a new era which included peace. To protect the districts and to remind them that freedom has a cost, the Hunger Games are held annually. They glorify sending tributes to their deaths by stating that they are fighting for “honor, courage, and sacrifice.” The capitol also mentions that the single victor is promised riches which “serves as a reminder of our [the capitol’s] generosity and our forgiveness.”
In the film, Snow appeals to all the districts, even though they are all very different from each other. There are the poor districts such as District 12, who will relate to the beginning of the film when war and hardships are mentioned and that the Capitol provides food to the districts and without them, the poor would be even poorer. The districts where the Careers come from, will relate more to the second half of the film, when Snow mentions the fight for glory, and honor. They prepare for the games and even have volunteers to be tributes in the games.
Even though the history of Panem is described in the propaganda video, the Capitol makes sure not to provide the districts with too much information. A war is mentioned, however, the cause of the rebellion is not revealed. The Capitol picks and chooses what information to reveal to its citizens and also requires everyone to watch these broadcasted films, to ensure that everyone receives the information that they want the citizens to know and to remind them that they are in control and that the districts need the Capitol for protection and survival.
Works Cited:
Collins, Suzanne. The Hunger Games. Scholastic Press, 2008.
Propaganda is commonly thought of as information used by governments to convince people to follow a certain cause such as the World Wars, the Vietnam War, government policies, or political agendas. Propaganda plays a key role in dystopian literature, books that revolve around this one fixated society where the rules are unbending and social expectations.
In the book Matched, the Society has constructed a perfect system to guarantee a long, satisfying life, provided you follow the rules. Cassia, the protagonist, has grown up with the same information, that the Society has replaced a failing and miserable way of life. Routines ensure maximum efficiency, Matches are made for ideal life partners, secure jobs provide comfort. in other words, there is order and peace. While at the recreational center, she and her friends watch a video of the history of Society and how it came to being. The video emphasized the horrors that the Society eliminated and how everything would collapse if the Society failed. Cassia described the video as “overdone” and “ludicrous”; the scenes are overdramatic with actors exaggerating death scenes. Her and her friends do not take the showing seriously; they know how fake it is, but they continue watching it since it is one of the few films available to them.
The Society may have removed diseases and hardships but also anything of the past. Only a hundred poems, a hundred songs, and a hundred painting were kept; it was reasoned that an excess of information causes chaos, thus all that was deemed unworthy was destroyed. Censorship is another form of propaganda, by limiting the public’s access to information sets up a biased atmosphere. The people have no choice but to trust what the Society tells them for they have no other resources. The Society has even deprived them of writing; everything is technology, ports, tablets, screens, and computers, devices easily monitored by the Officials. Writing is a form of communication, but it poses a threat as it is much more difficult to regulate. The secret poem Cassia’s given is easily disposed of, reducing the words to “ash and nothing.”
Controlling the means of communication and all history records allows for complete power over people; their citizens will believe any of the propaganda the Society feeds them, since all other sources of intelligence are nonexistent.
Citations
- Casey, Ralph D. “The Story of Propaganda”. American Historical Association. www.historians.org/about-aha-and-membership/aha-history-and-archives/gi-roundtable-series/pamphlets/what-is-propaganda/the-story-of-propaganda. Accessed 3 Feb. 2017.
- Condie, Ally. Matched. Penguin Group, 2010, New York.
- Thomas, Dylan. “Do Not Go Gentle Into That Good Night.”Literature and Society: An Introduction to Fiction, Poetry, Drama, Nonfiction. Pamela J. Annas and Robert C. Rosen. 4th Ed. Upper Saddle River: Prentice Hall, 2006.
In dystopian novels, authors use propaganda in the dystopia to show how the citizens of the nation can be controlled. The leaders use propaganda to prove that they are in control of everything that goes on. When those who are in control of a dystopia (or think they are in control) use propaganda, they want to show the populace that they are the ones who call the shots and that they are the ones who are always right.
Propaganda is prevalent throughout the novel 1984, written by George Orwell, in which “Big Brother” always watches them. In this novel, the citizens watch telescreens, which seem to be omnipresent. They are told what to think, which further proves that this novel is a dystopia because the citizens’ feeling and thoughts are controlled, taking away freedom of speech. In 1984, the citizens cannot turn the telescreens off, so the propaganda coming from the screens is always being put into the citizens’ heads. The screens are always giving new information about rebels and what happens to them to try and scare the citizens into believing the government.
Not only do the words in the propaganda tell the citizens how to think, but they also play patriotic music to make what they say seem better for the nation. Even though the information being put on the screens isn’t necessarily right for Oceania, the government makes the citizens feel like it is. Since propaganda is such a major part of 1984, the citizens have no time to plot against the government or to think for themselves. If the citizens even react weird or dissatisfied with the propaganda on the screens, they could be labeled as troublemakers and get in serious trouble. The idea that “Big Brother is watching you” inflicts fear in the citizens, and it enables the dystopian government to control the citizens through propaganda on the screens (Orwell).
Works Cited
Orwell, George. 1984. New American Library, 1950.
Propaganda plays a big role in many dystopian novels and movies. Wherever there’s an authoritarian government or any kind of oppressive system, both of which are commonly seen in this genre, there’s an exchange of biased information between whoever’s in charge and those who are being controlled. However, throughout Suzanne Collins’ Mockingjay, this trading of persuasive campaigns comes from not one direction, but two: from the Capitol, who already has control, and the rebels, those who represent the people of the districts and are trying to take power. The differences in the type and style of propaganda that we see from either side give us a look into the goals of either side and to whom they’re trying to appeal.
Capitol propaganda is always very slick, clean, and designed to be visually pleasant. It often makes use of negative space, and the color white is common throughout. This gives the impression that they’ve got everything under control, and dissuades the idea of chaos. A government that’s got everything handled is one that’s easier for people to look up to, and it makes the idea of a rebellion seem out of place. They also never forget to remind the districts of the power differences between them, always showing certain districts as “better” than others.
Rebel propaganda, however, is most successful when it’s less clean, but more emotional and real. The leaders in 13 quickly realize that scripted and sculpted messages are the least formidable type for their cause. They’re trying to elicit a powerful reaction from the districts and show the capitol that they’re strong and aware of their corruption. They don’t have the means to produce widely broadcasted media, therefore they need to make a point with whatever time they get, however little it may be. This means they often show direct proof of the corruption and malice of the capitol, and take advantages of the symbols of the rebellion, such as Katniss, to help get their message across.
Works Cited
https://68.media.tumblr.com/ac0f9b3047b825cd4e8c062142968876/tumblr_nfj9ykUrNs1soto9no3_500.gif
http://www.firstshowing.net/2014/the-capitol-honors-the-districts-in-mockingjay-propaganda-posters/
Between the dystopia books I have read and the movies I have watched, each dystopia has some type of control playing out in the plot of the books or films. The people within the society are being controlled, but we have to figure out what type of control is playing out. Is the control from the government, a single person acting as a dictator, or technology? Which every control the dystopia you are watching or reading has, every dystopia has something in common: propaganda.
Propaganda is like advertisement to persuade people to do or think a certain way. Dystopia uses propaganda to make a citizen be biased toward an idea, a person, or a group of people. Here, look at the propaganda below and think about what it is trying to do.
What is the first thing that pops into your head? To me, seeing the word “HOPE” make me think of the changes America is making these days. Barack Obama is the first and only black president we have had in the White House. That itself is a big change for Americans, especially for African American. It makes citizens believe that there is hope after all for change to happen to make America better than it was before.
Dystopia makes their audience think what would happen if this certain event happens to the world. Using propaganda, controlling the citizens of the society becomes a little easier for whom every wants them to be controlled. Propaganda makes it harder for people to have an opinion of their own about something or someone. For example, let’s look at the company Puma. Puma is well known fashion company founded in 1948. A lot of people used to wear their products a lot in the beginning and then people stop wearing and buying products because it was old fashioned to them. Puma now has to persuade people that they are the new and improve fashion company by having famous Olympian Usain Bolt wears their clothes to advertise their styles in the world. By doing this, Usain Bolt is helping them persuade people that wearing Puma is cool and is the new fashion to wear just because he is wearing it. People look up to celebrities as a guide for what to wear and what to have. Just like in The Hunger Games, President Coin had Katniss be in the video so that she can inspire and persuade people from other districts to fight with her against the Capital. | http://blogs.iac.gatech.edu/yadystopia2017/tag/control/ |
One characteristic of a dystopian society is that citizens are thought to be under constant surveillance by a governing force. On the night when Leonard Mead is captured, his solitary walk is observed and noted as suspicious behavior by the police, at a time when only one police car is...
One characteristic of a dystopian society is that citizens are thought to be under constant surveillance by a governing force. On the night when Leonard Mead is captured, his solitary walk is observed and noted as suspicious behavior by the police, at a time when only one police car is thought to remain. Leonard's "crime" is considered threatening enough to allocate the primary peacekeeping resources to remove him from the city. The police car also operates solely on technology, down to its "metallic voice." This is another characteristic of dystopian literature: technology seems to overtake humanity in some form and is left to reign over mankind, even making decisions regarding the lives of the citizens.
Another characteristic of dystopian literature is the portrayal of humans living in a dehumanized state. In this story, Leonard notes the very absence of humanity in the world around him. People are sequestered in their houses, focused on the entertainment that their televisions can bring them. Leonard reflects,
In ten years of walking by night or day, for thousands of miles, he had never met another person walking, not once in all that time.
In his society, people have lost the ability to interact with the natural world and, therefore, with each other. This is reflected in the metaphorical way the author links the technology of the daytime to natural images:
He came to a cloverleaf intersection which stood silent where two main highways crossed the town. During the day it was a thunderous surge of cars, the gas stations open, a great insect rustling and a ceaseless jockeying for position as the scarab-beetles, a faint incense puttering from their exhausts, skimmed homeward to the far directions. But now these highways, too, were like streams in a dry season.
The images of nature here are reflective of death and dying: ceaseless, faint, skimmed, dry, silent, thunderous. As humanity has retreated more and more into technology to sustain itself, it has sacrificed life-giving connections.
A final characteristic of dystopian literature is a feeling that conformity is the ultimate goal. In this story, Leonard is seen as standing in direct opposition to the expectation of conformity through this solitary walk around the city. The police voice questions him three times in a row about "walking" when he is stopped and then comes back to question it again. When Leonard confesses that he has no "viewing screen" at home, the police voice stands in silent accusation. Leonard is seen as making individual choices, and that is simply not an option in his society.
In their quests to create a perfect utopia, these societies have actually created innately flawed dystopias, which is the ultimate point Bradbury creates through his various works of dystopian fiction. The freedom of individuality allows for flaws in societies, but the only other option is to remove individuality from society completely—and that presents an even more dire reflection of humanity.
The Merriam-Webster dictionary gives the following definition for "dystopia."
An imaginary place where people lead dehumanized and often fearful lives.
That definition is fairly narrow in my opinion and does not nearly encompass many of the dystopian novels that exist today. Take The Giver as an example. Most literary scholars would certainly classify that society as dystopian; however, the characters in the novel do not lead fearful lives. They cannot. That emotion has been eliminated.
"The Pedestrian" is similar. The people that are in their homes watching TV are not being forced their by government, nor are they acting out of fear for their lives, and I do not think the story strongly supports the idea of a dehumanized population; therefore, I think we should expand our working definition of "dystopia" to include a few more characteristics. Let us use the following characteristics of a dystopian society in order to analyze "The Pedestrian."
- Propaganda is used to control the citizens of society.
- Information, independent thought, and freedom are restricted.
- A figurehead or concept is worshiped by the citizens of the society.
- Citizens are perceived to be under constant surveillance.
- Citizens have a fear of the outside world.
- Citizens live in a dehumanized state.
- The natural world is banished and distrusted.
- Citizens conform to uniform expectations. Individuality and dissent are bad.
- The society is an illusion of a perfect Utopian world.
From that list of characteristics, readers can see that "The Pedestrian" fits several quite well. I definitely see elements of the third criterion in the story. While there is not a particular person that is being worshiped, it is clear that the general population worships and reveres their "viewing screens." Nobody comes outside anymore. Socialization in person just does not happen. I believe that Leonard's society worships entertainment and that worship functions as a form of control.
"What is it now?" he asked the houses, noticing his wrist watch. "Eight-thirty P.M.? Time for a dozen assorted murders? A quiz? A revue? A comedian falling off the stage?"
Elements of the fifth criterion are also seen in the story. Leonard seems to be the only person that goes outside anymore. We are told that he is practically alone in the world. It appears that people never leave their homes.
He was alone in this world of A.D. 2053, or as good as alone.
Perhaps the people are simply that addicted to entertainment, or they are fearful of leaving their homes. We are not told this explicitly, but to the people of 2053, the outside world does not offer anything good. The seventh characteristic would apply here as well. Leonard is the only person left that seems to consider time outside beneficial. He is such an anomaly in this regard that he is picked up by a police car and taken to a mental hospital. This is also characteristic eight. Leonard is punished for being an individual. He is not breaking any law; however, he is acting so far outside of the norm that he is not allowed to continue walking around his neighborhood. He is taken to a psychiatric center presumably to be studied and fixed. | https://www.enotes.com/homework-help/what-some-elements-dystopian-society-present-1000862 |
How can science fiction be used to explore and perhaps take steps to prevent the darker possibilities of the future?
Writer-historian Niall Ferguson examines the benefits and prophetic classics of science fiction in an intriguing essay in The Spectator magazine.
Several Prometheus-winning authors – including Ray Bradbury (Fahrenheit 451), Sinclair Lewis (It Can’t Happen Here), George Orwell (Nineteen Eighty-Four), Neal Stephenson (The System of the World, Snow Crash) and Yevgeny Zamyatin (We) – are discussed with intriguing and incisive commentary in Ferguson’s recent article, “How Science Fiction Novels Read the Future.”
Here’s how Ferguson’s essay begins:
“The pandemic is not quite over, but we are getting used to its inconveniences. What disaster will be next? An antibiotic-resistant strain of the bubonic plague? Climate collapse? Coronal mass ejection? Will the next catastrophe be natural — perhaps a massive volcanic eruption, the likes of which we have not seen for more than two centuries, since Tambora in 1815? Or will it be a manmade calamity — nuclear war or a cyberattack? And might we inadvertently descend into a new form of AI-enabled totalitarianism in our efforts to ward off such calamities?
To all these potential disasters it is impossible to attach more than made-up probabilities. So what can we do about them? The best answer would be that we should strive to imagine them. For the past two centuries, this has been the role of science fiction,” Ferguson writes.
Perhaps with some oversimplification, Ferguson views dystopias as “histories of the future.”
“This sounds like a contradiction in terms, but as they have always echoed present fears (or, to be more precise, the anxieties of the literary elite), they show us which worries of the past had a role in history,” Ferguson writes.
“As Fahrenheit 451 author Ray Bradbury once said: “I am a preventer of futures, not a predictor of them.” But how many policy decisions have been influenced by dystopian visions? And how often did these turn out to be wise ones?
“The 1930s policy of appeasement, for example, was based partly on an exaggerated fear that the Luftwaffe could match H.G. Wells’s Martians in destroying London. More often, though, nightmarish visions have failed to persuade policymakers to act.”
The article also mentions “levels of state surveillance undreamed of by George Orwell,” a well-trod subject and sadly a frequent reference these days.
But Ferguson doesn’t deny the more positive aspects of sf in inspiring better visions.
“Science fiction has been a source of inspiration, too,” he writes.
“When Silicon Valley began thinking about how to use the internet, they turned to writers such as William Gibson and Neal Stephenson. Today, no discussion of artificial intelligence is complete without reference to 2001: A Space Odyssey, just as nearly all conversations about robotics include a mention of Philip K. Dick’s Do Androids Dream of Electric Sheep? or the movie it inspired, Blade Runner.
Ferguson’s essay also references several less-discussed writers and novelists whose dystopian fiction seems surprisingly relevant to today.
One of his earliest historical references is to Mary Shelley – not just her classic cautionary fable Frankenstein but especially her “equally revolutionary” 1826 novel The Last Man.
“With its vision of mass extinction following a plague and a depopulated world, it was the first truly dystopian novel,” Ferguson writes.
His essay also discusses a Prometheus Hall of Fame winner (Sinclair Lewis’ It Can’t Happen Here) and a Prometheus Best Novel finalist (Margaret Atwood’s The Handmaid’s Tale) as good examples of dystopian fiction “as much concerned with political catastrophe as with natural and technological disasters.”
“The nightmare here is Stalin-like totalitarianism.,” he writes.
“Fahrenheit 451 (published in 1953 but set in 1999) describes an illiberal America where books are banned and the job of firemen is to burn them.”
(Though the novel is sometimes interpreted as a critique of McCarthyism, Bradbury’s real message was that the preference of ordinary people for the vacuous entertainment of TV and the willingness of religious minorities to demand censorship together posed a creeping threat to the book as a form for serious content.)”
We, the 1994 Prometheus Hall of Fame winner
Ferguson also makes apt comparisons between China’s current surveillance-state, social-credit-controlled dictatorship with Yevgeny Zamyatin’s early dystopian novel We, inducted in 1994 into the Prometheus Hall of Fame.
“The most famous prophets of surveillance states — Orwell and Huxley — have been outflanked when it comes to making sense of today’s totalitarian states. Take China, which better resembles Yevgeny Zamyatin’s We: a book written in 1921 but suppressed by the Bolsheviks.
It is set in a future “One State” led by “the Benefactor,” where the “ciphers” — who have numbers, not names, and wear standardized “unifs” — are under constant surveillance. All apartments are made of glass, with curtains that can be drawn only when one is having state-licensed sex. Faced with insurrection, the omnipotent Benefactor orders the mass lobotomization of ciphers, as the only way to preserve universal happiness is to abolish the imagination.”
Huxley’s Brave New World
Perhaps the most intriguing insights in Ferguson’s far-reaching essay are about how Aldous Huxley’s Brave New World turned out to describe a more realistic dystopian future, with its softer forms of oligarchic social control, than Orwell’s Nineteen Eighty-Four.
His essay, in fact, might inspire LFS members to consider nominating Huxley’s more prescient dystopia for future Prometheus Hall of Fame consideration.
“In a remarkable letter written in October 1949, Aldous Huxley — who had been Orwell’s French teacher at Eton — warned him that he was capturing his own present rather than the likely future. “The philosophy of the ruling minority in Nineteen Eighty-Four,” Huxley wrote, “is a sadism which has been carried to its logical conclusion… Whether in actual fact the policy of the boot-on-the-face can go on indefinitely seems doubtful. My own belief is that the ruling oligarchy will find less arduous and wasteful ways of governing and of satisfying its lust for power, and these ways will resemble those which I described in Brave New World.”
“Huxley’s Brave New World (1932) is a very different dystopia. Citizens submit to a caste system, conditioned to be content with physical pleasure. Self-medication (“soma”), constant entertainment (the “feelies”), regular holidays and ubiquitous sexual titillation are the basis for mass compliance. Censorship and propaganda play a part, but overt coercion is rarely visible. The West today seems more Huxley than Orwell: a world more of corporate distraction than state brutality.”
That’s a rather grim conclusion, so I’d rather end this blog by quoting one of Ferguson’s more amusing comparisons:
“If, as Paul Samuelson joked, declines in US stock prices have correctly predicted nine of the last five American recessions, science fiction has correctly predicted nine of the last five technological breakthroughs.”
Bio note: Ferguson, a Scottish historian based in the United States, is a Senior Fellow at the Hoover Institution at Stanford University. He is the author of 16 books, including Civilization, Doom: The Politics of Catastrophe, The Great Degenerationand The Ascent of Money.
* Prometheus winners: For the full list of Prometheus winners, finalists and nominees – for the annual Best Novel and Best Classic Fiction (Hall of Fame) categories and occasional Special Awards – visit the enhanced Prometheus Awards page on the LFS website, which now includes convenient links to the full set of published appreciation-reviews of past winners.
* Read “The Libertarian History of Science Fiction,” an essay in the international magazine Quillette that favorably highlights the Prometheus Awards, the Libertarian Futurist Society and the significant element of libertarian sf/fantasy in the evolution of the modern genre.
* Join us! To help sustain the Prometheus Awards, join the Libertarian Futurist Society (LFS), a non-profit all-volunteer association of freedom-loving sf/fantasy fans.
Libertarian futurists believe that culture matters! We understand that the arts and literature can be vital, and in some ways even more powerful than politics in the long run, by sparking innovation, better ideas, positive social change, and mutual respect for each other’s rights and differences.
Through recognizing the literature of liberty and the many different but complementary visions of a free future via the Prometheus Awards, the LFS hopes to help spread better visions of the future that help humanity overcome tyranny, slavery and war and achieve universal liberty and human rights and a better world (perhaps eventually, worlds) for all. | https://www.lfs.org/blog/science-fictions-prophetic-dystopias-niall-ferguson-spectator-essay-sheds-light-on-prometheus-winners-bradbury-orwell-stephenson-and-zamyatin-while-drawing-timely-comparisons-to-huxley/ |
Are governments violating human rights and civil liberties in coronavirus response?
Historically crises have been exploited to introduce dangerous policies—right now may be one of these moments.
By Sahar Vardi, Mar 26, 2020
With the rise of far right, nationalist governments over the past few years, the world has seen more measures to systematically target voices of dissent and political opposition—resulting in the rapid shrinking of space for civil society organizations, including human rights groups, activists, and academics. And these efforts to restrict civil space may have just received a boost from the global pandemic we’re now facing.
By far, COVID-19 is the widest spread global pandemic of our lifetime, and its cost in human life, livelihoods, and community structures is devastating. Governments and authorities on both local and national levels have started using extreme emergency measures to contain the spread of the virus.
While public health should be a priority for everyone, these extreme measures are sounding alarm bells. Governments and corporations have historically used crises as opportunities to introduce new policies that would otherwise be impossible to pass, normalizing them in a new status quo—what author Naomi Klein calls the “shock doctrine.” COVID-19 may be one of these moments.
On March 16, the U.N. Office of the High Commissioner on Human Rights published a statement advising states to respond to the COVID-19 pandemic responsibly, voicing concerns regarding the possible human rights violations within measures being undertaken to slow the spread of this virus.
In an environment where many governments have failed to take adequate steps to protect public health through proactive investments in care capacity, research, supplies, and planning—often because their focus and resources have been directed at systems of militarized security rather than human security—it is doubly concerning that many of these same countries’ response to this crisis has been more focused on social control than public health.
We must monitor the measures our governments are taking, organize communities in this new environment of physical distancing, and demand that any emergency measures are focused solely on advancing public health and well-being—and restricted in time and scope so that they cannot be used beyond containing the virus.
Criminalizing dissent
One concerning tactic that governments are taking to control the spread of the virus is the criminalization of citizens breaking quarantine, citizens spreading fake news, or citizens not reporting sickness. While these measures are reasonable responses from a public health perspective, how they are being implemented and the vague language in which they are passing may allow them to be used against dissident voices.
In Myanmar, the government has made “not reporting an illness” a criminal offense and designated military bases to forcibly intern quarantined citizens. Many political activists have fled cities in fear that such a broad definition can be used against anyone the government wants to criminalize.
In Hungary, new legislation suggests up to five years in prison for circulating “misinformation.” With such a broad definition, activists fear it will once again allow the government to arrest whoever they see fit.
In Switzerland, France, Iran, Israel, Austria, Italy, the Czech Republic, Germany, Slovakia, South Korea, Vietnam, Poland, U.K., Palestinian Authority, the United States, China, and other countries, gatherings of a certain number of people (in most cases over 10) have been completely banned, criminalizing most forms of protest. In a protest in Israel on March 19, against the de-facto shut-down of Knesset (parliament), nine people were arrested under the “people’s health” emergency decree barring such public gatherings.
With reports coming in from across the globe of thousands being arrested for breaking lock-down rules, there is sad irony that little has been done to address public health in detention facilities worldwide, where crowded conditions and lack of access to soap and other implements of basic hygiene are more the rule than the exception, and threaten devastating consequences.
Expanding legislative authorities
Countries around the world have already declared states of emergency, which allow drastic measures to be taken quickly. While in most cases these declarations are temporary and time bound, a bill put forward by the Hungarian government will allow for the state of emergency declaration to be valid throughout 2020. Further, the Hungarian proposed bill cites the possibility of a “forced parliamentary break,” which has raised concerns that this bill is purposefully setting the stage for the suspension of parliament.
Despite just coming out of elections, the exiting speaker of the Israeli parliament is citing the COVID-19 crisis and the need for the (exiting) government to not be challenged in this time, as a justification for his refusal to step down as speaker and allow the newly elected parliament to operate.
Increasing technological surveillance
In the era of smartphones, most people walk around with a potential tracking device in their pockets. Digital surveillance, specifically based on geolocation, is an extremely easy measure for states to implement as a means to try and track the spread of the virus. While there is a clear appeal in knowing where infected people were, are, and will be–and who they have come in contact with–this raises important questions of privacy and normalization of technological surveillance by our governments.
Through enforcing the use of a GPS phone application, South Korea is using geolocation surveillance to monitor quarantined citizens. More intrusive measures are being implemented by the Israeli government, which allows the General Security Service to collect historic and present geolocation data on the phones of COVID-19 infected people to locate and enforce quarantine of those who were in close proximity during periods of contagion (regardless if there was a wall or a few floors between them–geolocation has its clear limitations). China and Iran are doing the same, and these mass data collection tools are already being sold to other countries by the Israeli company NSO, notoriously famous for their role in surveilling human rights activists.
China and Russia have taken this one step further, employing facial recognition software to track people’s locations, including through developing new abilities to identify people wearing masks. In both countries, which have seen mass protest movements in recent years, masks have been primary protection tools for protestors against state persecution.
To these, we can add the normalization of the use of drones for civilian surveillance purposes (China and Europe), electronic tracking bracelets (Hong Kong), assigning QR codes to citizens to control movement (China), and tracking of credit card use (South Korea). And we are seeing new surveillance measures every day.
While these measures may certainly aid in ensuring public health and safety and could be vital in stopping the spread of this pandemic, there should be certain minimum, rights-based standards and considerations for these regulations and policies. Such standards are critical to ensure they are not later normalized and perpetuated once the spread of the virus is controlled. These may include:
- Clear and short time limits for the use of these measures (that can be extended for further, short periods of time as needed);
- Clear regulations about the storage, access, and deletion of private information stored during this time, as well as restrictions on what information is taken;
- Transparent decision-making processes based on guidance from public health professionals, answering questions such as: Whose professional opinion is being taken in order to decide on such measures? Whose opinion will be taken to determine when they will be lifted?
Careful monitoring of these measures and clear messaging that they cannot be used to suppress civil liberties will allow us to mobilize and demand their lift once the crisis has ended. In the meantime, we must not allow these tools to be normalized. For this, we can use social media and other online platforms to keep a conversation going, to raise awareness of these dangers, and to make sure our authorities know that we’re paying attention.
Sahar Vardi has served three prison sentences for her refusal to be conscripted into Israel’s military service. She works with other refusers and serves as Coordinator of AFSC’s Israel program in east Jerusalem.
Article republished under Creative Commons. | https://mals.au/2020/04/01/are-governments-violating-human-rights-and-civil-liberties-in-coronavirus-response/ |
It's not Game Over yet — The need for utopian narratives
As popular fictional narratives about a bleak future seem to leap off screens and pages and into reality, it’s never been more important to consider that all is not lost. We look at why dystopian narratives are popular and why we need to re-invest our imaginations in utopian ones.
The primer on dystopia
Dystopia isn’t necessarily always about the nightmarish doomsday scenarios that dominate popular media like where AI, infectious disease or natural disasters have gotten out of control (that’s apocalyptic fiction). Instead, the word simply describes “a bad place,” a society that’s largely functioning but has basically lost its way so much that it sucks to live in it. Most of the time, this is brought about by a society’s ruling powers that exert unshakeable influence on:
- Economics: where rigid controls on the economy create huge class divisions.
- Family: where entire families and even the definition of “family” is systematically controlled.
- Religion: where faith becomes either a basis for persecution or for oppression through a theocratic government.
- Identity: the expression and actualization of an individual’s essential being are strictly controlled.
- Violence: as an institutionalized means of maintaining control or “balance” à la Battle Royale or The Hunger Games.
- Nature: nature including animals (and human instincts) are centrally controlled.
Without the more visible (and easier to dismiss) high-concept apocalyptic images we see in film, TV, and games, it’s easy to see alarming developments in some societies that resemble what was depicted in dystopian literature written in the past two centuries.
Why we’ve been here before
If you do find yourself looking at dystopian or speculative fiction, you’re going to find prolonged conflict — an essential element for most stories and arguably what helps them sell. And this hasn’t just been the case recently, it’s happened several times in the last century. Yvonne Shiau details the motivations that drove several successive phases of dystopian fiction in Electric Lit:
- The genre is defined (’20-30s): George Orwell and Aldous Huxley would explore themes that would regularly appear in the genre, each touching on a different fear. Orwell feared our destruction at the hands of the powers that be, Huxley at the hands of our own comfort and complacency.
- The threat of war and technology (’50-60s): The end of World War II inevitably fueled speculation about World War III and worse outcomes. Major technological advances like the first satellite, the invention of the first personal computer and the Turing test for intelligence in computers fueled authors’ suspicions about technology.
- Corporate impact on our bodies (’70-90s): Public concerns shifted from war to other issues such as the environment, economics and the impact of private corporations on how we value and perceive our bodies. Works from this period include The Handmaid’s Tale and Neuromancer (which gave way to cyberpunk).
- Youth against the world (’00-10s): The genre becomes heavily associated with youth and their conflict with the cruel world gone awry, possibly following in the wake of events such as 9/11. Works like The Hunger Games are adapted and continue to fuel renewed interest in the genre.
While dystopian fiction has regularly allowed us a way to explore our fears about the future, the issue is that those narratives have the capacity to be pervasive enough that they become self-fulfilling prophecies when people accept them as inevitable. And when they dominate the media discourse and thus the mainstream public consciousness, it will inevitably seep into ours as well despite all our attempts to think critically — or optimistically.
Why we need to imagine utopias
All of these factors point to one overarching angle: it’s mentally expedient and commercially viable to imagine more pessimistic outcomes, especially when those themes are already present around us. And as Eleanor Tremeer points out in her Gizmodo article, we never get to see “what happens after the victory,” when our protagonists triumph over evil and a new age begins. Arguably, doing that takes as much effort as it does imagination. But it’s not impossible.
One of our biggest tools in fighting the urge to worry lies in the fact that yes, “we’ve been here before.” Our recent Editor’s Letter touched on history’s capacity to repeat itself (or at least “rhyme”) with our emotional reactions following suit. This is true in the sense that every generation has feared the “end of the world” only to see it lead to another generation where the ensuing prosperity (or at least improvement) makes us forget what happened last time.
As creatives and artists, it’s often our job to tell stories and tell them in certain ways. But we also have the ability to tell powerful new stories and create new realities through our work that doesn’t yet have a perceivable basis in reality. We just have to ask ourselves, “what does the best case scenario look like,” and then temper that with reality and the relevant constraints.
The Takeaway
As humans, we’re naturally susceptible to worry as much as the next person — and there’s certainly a lot to worry about these days. But history has shown that every generation has confronted fears of the world headed for an untimely end, and eventually recovered. Without being able to live those phases in history and see the ups and downs, it takes a lot to resist the urge to internalize our current dread that no, “it’s for real this time. We’re screwed.”
So then, what’s the cure for despair? Some of the solutions we once dreamed of may no longer be feasible in their current state due to our current considerations of sustainability or ethics, but that’s no reason to abandon those trains of thought outright. | https://archive.maekan.com/news/?category=science |
Continuation of my blogpost part 1 This video will explain how one is able to duplicate the underground-trash-cards as found scattered around Leiden. Enjoy!Continue reading...
LeonH
“Mind-reading” technology
Just have a look at the following picture: What do you think is happening here? One might think that the pictures depicted show how an Artificial...Continue reading...
PODCAST – Dystopian Future: Face Masks, WeChat & Social Credit Score
Podcast by Froy & Leon We meant to do a casual podcast that discusses ‘dystopian like’ developments in technology. Watch in full screen if you want...Continue reading...
Digital Media – Can you trust your senses?
Technological Advancements These times of exponential technological advancements, in both soft- and hardware, allow us to create AI’s (Artificial Intelligence) that have not been thought possible...Continue reading...
The real-life Tony Stark
Who would that be? I am talking about Elon Musk. Elon Musk can be seen as one of the most influential persons of the 21st century...Continue reading...
“Hacking” the Trash – Part 1
Striving towards freedom If you are anything like me: you love independence and hate being dependent on other people. Furthermore, if you have been a student,...Continue reading... | https://digmedia.lucdh.nl/author/leonh/ |
Introduction:
As the COVID-19 pandemic spreads around the world, governments are seeking solutions to mitigate contagion. These initiatives use technology to control the movement of infected people, particularly from mobile phone monitoring. This manuscript intends in the first stage to carry out a brief overview of these initiatives at the global level. After that, it aims to identify the main challenges posed by these apps in monitoring the individual's health data and explore good practices that may prove fundamental for the uptake of these solutions on a large-scale.
Material and Methods:
This study employs a qualitative methodology to perform a review on technological solutions for screening and geolocation of COVID-19 infected people. Five countries have been selected considering the different approaches in the implementation of these technological solutions. Four fundamental principles for the evaluation of these solutions such as consent, proportionality, transparency, and security were considered. Through this approach, it has become feasible to identify and discuss the challenges and best practices in the implementation of these solutions.
Results:
Although these applications publicly assume that they guarantee people's fundamental rights this information becomes insufficient. It is necessary to evaluate these solutions specifically considering fundamental principles such as consent, proportionality, transparency, and security. The existence of an independent body authority that can audit these solutions is relevant, besides the voluntary adherence to these applications.
Conclusion:
The way these solutions are implemented and imposed in these countries is quite different. The absence of mechanisms to measure how data is stored and processed raise concerns among people. Accordingly, the large-scale adoption of these tools requires that people's fundamental rights be duly considered from a multidimensional perspective.
INTRODUCTION
The health sciences sector is one of the main focuses of technological evolution to offer technological solutions to increase the quality of life of citizens and bring health services closer to the population. Science and technology have been important elements in promoting the health and treatment of diseases. In recent years, the area of mobile health research (mHealth) has been constantly expanding. The mHealth concept encompasses the use of mobile computing and communications technologies in health care and public health [1, 2]. Mobile health applications serve a heterogeneous audience (e.g., physicians, nurses, patients, family members) and a wide variety of purposes that include the most diverse areas of health and disease management . It is estimated that information and communication technologies and telemedicine can contribute to improving the efficiency of health services and improve citizens' quality of life, leading to more sustainable health systems .
The greatest advantages of using mobile devices for health are associated with the characteristics of these resources. They are personal, portable, have sensors, and are connected to the Internet . Furthermore, Sannino et al. state that they are intelligent because they have processing capacity. In this way, they can be adaptable and change their behavior according to the usage pattern of users. They can serve users both in daily life and during hospitalization or rehabilitation.
mHealth has gained prominence in the field of health care interoperability. It is seen as a factor that can blur the distinction between traditional health care provision and self-administration . Furthermore, it has contributed to ensuring that health records are not dispersed and can be accessed by the user . However, mHealth poses challenges in the legal framework, particularly regarding the privacy of personal data, its access by the service provider and/or other users, and its sharing with other applications [9-11].
The current context motivated by the COVID-19 pandemic suggests that the use of mobile technology can support diagnosis and reduce the rate of contagion of the disease. Several mHealth initiatives have emerged in the local context promoted by the national government. In countries like China and South Korea, this approach has promoted the reduction and control of the risks of contagion [12, 13]. However, in several countries, especially in Europe, these solutions are viewed with some mistrust by governments and populations and often seen as contrary to the principles of freedom of the populations because they can expose citizens' personal data. In this sense, this short communication aims to provide an overview of several technological solutions that have promoted the control of COVID-19 and, after that, it intends to identify a set of challenges and good practices that enable its large-scale adoption.
MATERIAL AND METHODS
Governments worldwide have promoted mHealth applications for screening and geolocation of COVID-19 infected people to mitigate their spread. These applications stand out for controlling the movement of infected people by monitoring their location based on mobile phone information. It was from Asian countries that the first examples of these applications arrived, but they have meanwhile spread and been adopted by other governments. An attempt was made to summarize these initiatives given their specifications and geographical coverage, including examples from Asia and Europe. In this sense, a qualitative approach was followed in which five case studies with different approaches are identified in the implementation of technological solutions for diagnosis and control of those infected with COVID-19. In the first stage, a summary description of the solutions adopted in each country is made. Afterward, a set of principles and specific criteria are identified to evaluate these solutions. Finally, a comparative evaluation of these solutions is performed.
China
In China, where the outbreak of COVID-19 was initiated, there was a tight control with the citizens to prevent the spread of the infection. Each person has a QR code that is read through the cell phone's camera. The system assigns colors to citizens according to their travel patterns in recent weeks and their state of health. Three colors are assigned: (i) green indicates that the citizen does not need to isolate himself/herself; (ii) yellow indicates that the citizen needs to isolate himself/herself for one week; and (iii) red indicates that the citizen must isolate himself/herself for two weeks. According to the color code, entry into certain public places is forbidden to those who are yellow and red . Moreover, other non-integrated technological solutions have been adopted to avoid contagion, such as artificial intelligence helmets to measure temperature and recognition drones to alert people for not wearing masks in public .
South Korea
South Korea was also among the first countries to adopt mHealth solutions to control the spread of the virus. A government app is adopted that lets every citizen know if they have been close to a confirmed case of COVID-19. If so, the user receives a notification and he/she will have to contact the health authorities to perform a test of COVID-19 and should be in quarantine for 15 days. Quarantine compliance is mandatory and verified by the geolocation of each person .
Singapore
Singapore government advises citizens to adopt TraceTogether. Unlike the two previous examples, adherence to the application is voluntary. This was the first government app to use Bluetooth technology to track contacts of infected people. Therefore, the application does not collect data about the individual's GPS location. It anonymizes and encrypts the data and keeps these records for 25 days. Only three items are recorded in the app: (i) the mobile number, identification details, and random anonymized user .
Poland
Poland was the first country in Europe to use a mobile phone application that enables police authorities to monitor the location of citizens. The application developed by TakeTask applies exclusively to persons diagnosed with COVID-19 or who have been in contact with infected persons. It is used by the police to detect possible breaches of quarantine. Police authorities contact all individuals registered with the application daily to request their geolocation. Besides the location data, the user is asked to take a selfie, and each person has 20 minutes to check it . At this stage, Poland does not yet have a contact tracing application, but efforts are being made to implement it in the short term. Additionally, it has already been established that membership is voluntary.
Germany
The Coronavirus-Datenspende app was developed by Tryveand Robert Koch-Institutwith the support of government authorities. The objective of this application is to restrict the spread rate of COVID-19. This requires a smartphone and a fitness bracelet or smartwatch to recognize the symptoms of a virus infection. This information is useful to detect the virus at an early stage and prevent its geographical spread. This approach offers greater reliability in virus infection indicators, as sensor data are more reliable than manually entering disease symptoms into the smartphone .
RESULTS
The large-scale adoption of technology for screening and geolocation of COVID-19 infected people assumes that these applications consider people's fundamental rights. It is necessary to evaluate these technological solutions according to fundamental principles such as consent, proportionality, transparency, and security. Table 1 summarizes the criteria that should be implemented by applications and raises some questions that should be considered.
Furthermore, it is also essential that adherence to these applications is voluntary. Each government, together with the health authorities, must inform the population about the advantages of adopting these platforms. Equally important is to ensure that there is an independent agency that can audit the registration and processing of personal data, as advocated by Kotz et al. as a way to increase the safety of mHealth technology and ensure the protection of personal health information.
Finally, the implemented solutions in each country are evaluated and compared (Table 2) according to previously established criteria.
Table 1
Benchmark for mHealth solutions evaluation in the fight against COVID-19
The following scale was adopted; Y: implemented; N: not implemented; P: partially implemented; and n/a: information not available. The different approaches followed in the implementation of the solutions in each country lead to different levels of performance for each criterion. Explicit consent is only possible in voluntary adoption solutions. Only the technological solution implemented in Germany uses open-source technologies and open standards. Only in this solution, the security of data transmission can be audited.
Table 2
Comparative evaluation of solutions implemented in each country
|Criteria||China||South Korea||Singapore||Poland||Germany|
|EC||N||N||Y||Y||Y|
|SD||N||N||n/a||N||P|
|IP||P||P||Y||P||P|
|PDN||n/a||n/a||Y||n/a||Y|
|DM||n/a||n/a||Y||N||Y|
|DE||N||N||Y||n/a||Y|
|PI||Y||Y||Y||Y||Y|
|APD||P||Y||Y||N||P|
|ATP||N||Y||Y||n/a||n/a|
|SMI||n/a||Y||Y||n/a||Y|
|DTS||n/a||n/a||n/a||n/a||Y|
|OSOD||N||N||N||N||Y|
DISCUSSION
Human Rights Watch (HRW) has considered that tracking and geolocation applications used in several countries to fight the propagation of COVID-19 pose serious risks to human rights by compromising the right to privacy and other fundamental rights . In the study conducted by Van Kolfschooten and Ruijter it is confirmed this view by indicating that these applications can serve as grounds for unnecessary and disproportionate citizen surveillance and control measures . In this sense, public health policies should guarantee citizens' rights and freedoms.
Governments claim that these measures are temporary until the pandemic is under control and a vaccine is available. However, these justifications are viewed with some suspicion by citizens. As HRW argues, these measures in some countries could be made permanent in an expanded surveillance regime . Apart from the right to privacy, other rights may be compromised, such as the right to movement, expression, and association . These freedoms may be at risk if these applications are used to identify undesirable behavior, to signal unadvisable routes or destinations, or to detract in advance from groupings of personnel. In this sense, increased state digital surveillance powers threaten the rights and freedoms and citizens that may degrade confidence in public authorities.
Another risk factor pointed out by HRW is the scope of these programs that may not protect the entire population . Several groups may be marginalized, such as migrant workers, refugees, and the homeless. These groups typically do not have access to the Internet and mobile technology and would, therefore, be inhibited from using these applications. This would put their health and livelihoods at risk. In the same vein, the UN refers to the heterogeneity of the impact of COVID-19 on the population. Its impact is greatest in countries with low levels of economic development and the most disadvantaged classes. The digitalization of the economy has been accelerated by COVID-19 which has resulted in people being heavily dependent on technologies to access health services and work . Access to technology is unequivocally uneven for the entire population, with people on lower incomes being those most exposed to the transmission of the virus .
The role that technology can play in combating the spread of COVID-19 and its effects does not seem to be under discussion. Indeed, technology can be a relevant element in achieving social goals and ensuring health protection. As it is indicated by Elavarasanand Pugazhendhi, the functions of self-diagnosis and symptom control can be important in mitigating the spread of the disease and supporting the mental stabilization of users . However, what is under discussion are the conditions of security in the production, access and use of the information processed, stored, and transmitted by the adoption of these platforms.
Conclusion
Several mHealth applications have emerged internationally in response to the challenges of controlling the OVID-19 pandemic. These applications have the fundamental objective of mitigating the spread of the pandemic among the population. For this purpose, we can essentially find mobile applications that aim to identify sources of contagion through the geolocation of devices and Bluetooth, and applications that aim to control compliance with quarantine measures imposed by governments. In some countries (e.g. China, South Korea, Poland) these applications are mandatory for use by the population, while in other countries (e.g. Singapore, Germany) adherence to these solutions is voluntary.
These applications have raised a great debate in the community about the risks posed to human rights, such as the right to privacy, movement, expression, and association. The mandatory adherence to these applications and the absence of mechanisms to measure how data is stored and processed feed these concerns. This form of access and control of personal data can undermine confidence in public authorities and democratic systems. In this sense, it is argued that the large-scale adoption of these tools requires that people's fundamental rights be duly considered from a multidimensional perspective, considering consent, proportionality, transparency, and security. Furthermore, it is essential that adherence to these platforms is voluntary and that an independent body responsible for auditing the personal data stored and processed by the applications is established.
This study contains some limitations that need to be registered. COVID-19 pandemic is an unpredictable and fast evolving event, and the authors only had available data in a limited set of countries at the time of preparing the manuscript. The authors only discussed the relevance of technology for screening and geolocation of COVID-19 infected people and to mitigate their spread. However, technologies can and have been used for other health services during the pandemic, including conducting telehealth consultation sessions, distribute key disease control guidelines, symptom assessment and tracking, social media support group, etc. Another relevant issue is that the discussion of health data privacy greatly depends on the purpose of data use and the likelihood of privacy invasion as related to the adoption of specific data collection/storage/linkage protocols. Without knowing how contact tracing data is collected and used, it would be difficult to assess the risk to data privacy.
AUTHOR’S CONTRIBUTION
The author agree on this final form of the manuscript, and attested that all authors contributed in the final draft of the manuscript.
CONFLICTS OF INTEREST
The author declare no conflicts of interest regarding the publication of this study.
FINANCIAL DISCLOSURE
No financial interests related to the material of this manuscript have been declared. | http://ijmi.ir/index.php/IJMI/article/view/270/436 |
No Linguistic Content is an exhibition of new work by Antonia Hirsch (Vancouver/Berlin), Gabriel Mindel-Saloman (Vancouver) and Luke Munn (Berlin) that responds to contemporary forms of surveillance, considering how design can work to counteract an excessively coded city.
George Orwell’s novel 1984 has often been cited in reference to authoritarian regimes and state control. Through a dystopian narrative, the main character, Winston, works for the “Ministry of Truth” to rewrite history in support of the ruling parties modus operandi. The historical revisionism in 1984 reflects the means by which propaganda acts as an art of the state, where social codes and conventions are determined or imposed through tactics of persuasion.
Today, Orwell’s tropes of societal control and surveillance are clearly visible in the architecture and design of urban space, yet the surveillance and control of space is no longer limited to monitoring systems of CCTV, an all-seeing eye, ‘the gaze’, but has also come to be determined through sensory apprehension technological devices – a system of deterrents. For example the “ultra-sonic youth crowd dispersal system” called the Mosquito, commonly used in public or semi-public infrastructure such as malls and storefronts and the popular LRAD (long range acoustic device), capable of producing a ‘beam of sound’ for protest control. No Linguistic Content brings together artists who have proposed a means to mitigate ever-present forms of surveillance and urban control, allowing for the emergence of extra-linguisitic subjectivities.
Hirsch’s work contemplates hierarchies of power implemented through visual regimes. Her project, specifically developed for 221A, rehearses the mirrored surface—and in particular the one-way mirror—in a heterogeneous configuration, touching on the dynamics of interiority and exteriority, private and public space, narcissism and empathy, and inclusion and exclusion. Often deployed to ameliorate the appearance of what is otherwise deemed contemptible, the shiny, reflective window treatment greeting 221A’s visitors is commonly associated with seedy stores and clinics that occupy many of the centre’s neighbouring streets.
Salomon is a sound artist that creates works that rethink the comprehension of sound and it’s disruptive capacity. Saloman’s work in this exhibition takes the idea of sensorial experience as another way to negotiate space, not just privileging the visual senses. Salomon moves away from the idea that acts of surveillance are defined by ‘the gaze’, exploring other sensory ways to consider how our movements can be predetermined and controlled.
Munn has created three works to be included in No Linguistic Content that reflects his wider practice and research of the intersection between technology, design and the body. Sent Mail Sheet is a screen print banner (1mx3m) that was developed out of mined data from 8 years worth of emails, generating an image of life patterns and productivity investigating the concept of big data becoming materially intimate. Booster Bag is based on the “booster bag”, a commonly used anti-detection theft tool that blocks radio frequencies from security detectors when exiting retail stores with stolen goods. Munn’s version instead blocks invisible topographies such as electromagnetic fields produced by wireless communications that increasingly define public and private space.
No Lingustic Content runs until March 22nd and is accompanied by an artist talk with Antonia Hirsch on February 4th and by Gabriel Mindel-Saloman on February 19th and a screening and discussion led by the project curator Bopha Chhay on Mar 12th.
*The name of the show is taken from a typeface that was designed by artist Sang Mun. The typeface has the ability to defy NSA digital surveillance systems. ‘ZXX’ is a library of congress classification code that stands for ‘no linguistic content; not applicable’. Texts and publications are allocated this code if the content is not able to be classified or determined by subject matter or other significant points of reference, falling into these interstices and defy classification. | https://diademdiscos.com/2014/02/01/no-linguistic-content-221a-february-1-march-21/ |
HONIARA, 22 May 2020 – As Pacific nations face the threat of coronavirus to their health and economic growth, the Pacific Islands Forum Fisheries Agency (FFA) has taken action to continue to monitor and control fishing of the world’s largest tuna stocks.
A key tool in FFA members’ efforts for monitoring, control and surveillance of fishing in Pacific nations is observers, placed on board fishing vessels to verify catches, transhipment of fish at sea, and compliance with other key rules.
However, worried by the threat of observers catching and spreading the coronavirus, FFA’s 17 member countries decided to suspend the mandatory requirement for use of observers until further notice, a decision later endorsed by the Western and Central Pacific Fisheries Commission.
FFA Director General Dr Manu Tupou-Roosen said: “Stopping the use of observers on board fishing vessels during the coronavirus crisis does not mean that illegal fishing will go unchecked.
“Right now, FFA continues supporting Pacific countries with other tools such as the Vessel Monitoring System, surveillance operations and data analysis.
“FFA member countries have responsibilities for the safety and health of observers, who are their citizens, often traversing international borders and regions, and to uphold national border control and shutdowns.
“This is the primary reason that the use of observers has been suspended, and in the meantime other monitoring, control and surveillance tools will help ensure that fishing vessels are monitored and that action can be taken if required,” said Dr Tupou-Roosen.
Vessels detected fishing that are not licensed and on the FFA Vessel Monitoring System (a live database tracking vessels through automatic satellite locator devices) can still be boarded and inspected to confirm activities are in accordance with the law.
Necessary social distancing and protective equipment is to be used by maritime officers to ensure safety of these inspections.
Chair of the Officials Forum Fisheries Committee Mr Eugene Pangelinan said that continuing fishing was a priority for Pacific Island countries, where licence and access fees are a major source of government revenue.
“Our intent is to do everything we can to minimise disruption of fishing operations in a manner where we can still monitor such operations, despite the COVID19 situation.
“This will help limit any negative economic impacts of the coronavirus situation in the Pacific,” Mr Pangelinan said. | http://www.tunapacific.org/2020/05/25/ffa-continues-to-monitor-fishing-amidst-covid-19-situation-media-release/ |
Surveillance Under the Mask of Identification
We may imagine any number of circumstances in which the government might need to know whether someone is who she says she is. For example, the government might reasonably need to verify the identities of visa applicants. Similarly, local and federal law enforcement agencies are tasked with finding and identifying suspects efficiently and effectively. At first, it may seem simple to support these agencies’ use of new technology that promises to help them in their identification projects. However, there has been recent pushback—both legal and political—against some of the most popular methods of technological identification, and for good reason. In essence, these identification projects shepherd in wide-ranging surveillance tactics under the guise of a more discreet project.
Citizens and the government will need to balance the necessity of these processes and their privacy tradeoffs. Ultimately, what we decide is worth the privacy risks should depend significantly on the efficacy of the process and the larger surveillance regime into which these identifications tools fit. Below, I consider two examples of governmental identification processes that rely on technology in different ways, the types of challenges they face, and the resulting decision taxonomy we face as citizens.
Social Media Screening of Visa Applicants
The Immigration and Nationality Act (INA) codifies specific provisions requiring visa applicants to disclose identifying information about themselves. Last year, the State Department decided that collecting social media identifiers was a “necessary” addition to this process and updated immigrant and nonimmigrant visa applications to include a section where applicants must list all social media handles that they have used in the last five years on twenty different platforms.
In early December, the Knight First Amendment Institute at Columbia University filed a lawsuit challenging this change under the Administrative Procedure Act and the First Amendment, alleging that the social media registration requirement chills speech and deprives American citizens of their constitutional rights as listeners. The complaint further argues that identification on social media is a particularly unreliable method of identification. Of course, many social media platforms allow users to register under whatever name they wish, making the proposition that these identifiers are useful—or necessary—dubious. The rule additionally provides that the social media handles be retained for a century. The Knight Institute notes that this information is then “shared within the U.S. government, and also disseminated, in some circumstances, to other governments.”
This lawsuit will wind its way through the courts, but that it was filed is evidence that this sort of technological identification process implicates concrete and controversial tradeoffs.
Facial Recognition Technology
In 2013, San Diego County rolled out a pilot program of the Tactical Identification System (TACIDS). TACIDS authorized officers to take pictures of people in the field, which were aggregated in a database that was shared with other government agencies. Over the last three years, officers registered over 65,000 scans. Agencies like ICE have reportedly used the database to identify people who made agents’ “spidy [sic] senses” tingle.
Recently, however, California Governor Gavin Newsom signed A.B. 1215, a three-year moratorium on biometric surveillance, which highlights the immutability of biometric identifiers. Further, there is good evidence that the current technology is biased and unreliable. After a request from the Electronic Frontier Front (EFF), San Diego County decided to suspend their facial recognition program consistent with the bill.
At least ten cities across the country have also now adopted measures that allow citizens to control the surveillance technology available to local law enforcement. The model has worked so well that EFF recently launched a task force called About Face with the goal of ending the government use of facial recognition technology for identification purposes. About Face encourages local communities to pass legislation that defines and prohibits government uses of facial recognition technology.
Privacy-Privacy Tradeoffs in Identification
I highlight social media and facial recognition surveillance because they have enormous technological and practical differences when used as identification tools. Where social media surveillance might be uniquely ill-equipped for identification projects because of the ease of pseudonymity, facial recognition surveillance is dangerous because of how certain law enforcement expects affirmative matches to be. Our social media handles are endlessly fungible, our faces less so. Importantly, though, these surveillance methods are not contextually limited. The government already uses biometric surveillance at borders, and local cops often surveil social media accounts. The distinction in kind, however, is relevant to the ways we grapple with the privacy tradeoffs concomitant with these forms of identification.
These processes are surveillance techniques, as applied. Proponents may argue that the tradeoffs—in both cases of border entries and local policing—are privacy-safety balances. The problem with this framing, however, is that there is but a tenuous link between these sorts of identification interests and safety. ICE’s decision to scan someone’s face on the street because of a hunch cannot reasonably be explained in terms of a safety interest. Nor can the deportation of a Harvard freshman whose friends criticized the U.S. government on social media. In both these cases, and in the vast majority of cases where the government uses these technologies, the privacy tradeoffs are best understood when balanced against other privacy interests, not safety considerations.
So when evaluating these tools, we should consider the potential privacy-privacy tradeoffs and respond accordingly. Returning to our examples, the social media registration requirement establishes a system where the government restricts expressive and associational privacy to the benefit of other types of searches during the visa process. The privacy implications on individual Americans are inevitable, as their social media activity will be captured if they interact with anyone applying for a visa. In this sort of case, the tradeoff is difficult to define because there is no guarantee that the government will forgo any of their other established identification processes. Were identification a binary process, one would be right to wonder what benefit the registration requirement offers. And because identification is rightly understood as an evidentiary amalgam, there is good reason to think that the added certainty of a positive identification is not worth the privacy harms.
Facial recognition technology requires we confront a different, essentialized identification system. Rather than requiring over-collection in an attempt to solve the perception of insufficient information, the privacy concerns with facial identification technology focus on the assumed certainty of the result—as Congress has highlighted in hearings and the Government Accountability Office noted in a report on the FBI’s use of facial recognition technology. Here, the tradeoffs are easier to spot. The technology’s biases mean that improper searches, and even wrongful convictions, are likely, and the only way to decrease the occurrences of these false positives is to scan more faces.
Thus, identification attempts should be recognized and evaluated under the framework of government surveillance and privacy tradeoffs. Both social media screening and facial recognition, though they sit on opposite ends of the technological spectrum, implicate classic surveillance strategies. The government must figure out ways to identify individuals, but mass surveillance need not be—and should not be—one of them.
Footnotes
The author served as an extern at the Knight Institute. He is no longer affiliated with the Institute. This post does not reflect any of the opinions, understandings, or beliefs of the Institute or any of the individual lawyers involved in the lawsuit. | http://stlr.org/2019/12/24/surveillance-under-the-mask-of-identification/ |
Coronavirus: digital surveillance and human rights
With the aim of controlling contagion, during this year some countries have intensified surveillance strategies through technology.
Technology has been an important tool in creating anti-coronavirus strategies. / Photo: Unsplash
LatinAmerican Post | Tatiana Restrepo
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Leer en español: Coronavirus: vigilancia digital y derechos humanos
In an unprecedented event such as the Covid-19 pandemic, governments in different parts of the world have begun to use technological tools to efficiently track and contain the spread of the virus. This occurs naturally considering the digital environment in which we live. The world has undoubtedly turned to a common interest and that is to avoid the increase in cases and thereby control the number of deaths. However, what should be the limit of governments to protect the human rights of citizens?
Measures implemented
South Korea, Israel, Russia, China, and some European countries, have used geolocation and facial recognition as temporary measures to map the population. Even applications have been developed, drones have begun to be used and the use of credit cards is being monitored. All of the above, to monitor the confinement of people and compliance with quarantine.
In the case of Europe, as reported by GSMA (Association of Mobile Operators), the main companies have agreed to share with the European Commission the location data of mobile devices to track the spread of the virus. However, the most outstanding case is that of China, where tools are even used to determine people's temperature and blood pressure.
Thus, as Yuval Harari mentioned, in his article published by the Financial Times, governments are turning to sensors and algorithms to control the situation and they no longer need spies or flesh-and-blood people. Ultimately, surveillance technology is rapidly developed and implemented. He even warns that in the context of the epidemic, it is migrating from epidermal surveillance to hypodermic surveillance.
Also read: Coronavirus: test are lacking in Latin America
What concerns organizations?
Although these strategies are used by governments as extraordinary measures due to the current situation, human rights organizations such as Amnesty International have raised alerts about a possible violation of people's privacy and the future standardization of digital surveillance by governments. According to the statement published by Amnesty International, it is essential to have limits that prevent individual liberties from being violated. Because having access to the personal data of citizens can easily violate rights such as privacy, freedom of expression and freedom of association.
There are issues that are of more concern than others, for example facial recognition, since the collection of biometric data must have the consent of individuals and cannot be done deliberately. These measures can also be a risk so that in the future when the pandemic has passed, population control and persecution of the political opposition will be carried out.
As Amnesty International mentioned in its statement, "Governments must be able to show that the measures that are applied are foreseen in the law and are necessary, proportionate, of limited duration and are applied with transparency and adequate supervision."
Undoubtedly, at this point the debate revolves around the need to maintain a balance between national security and the privacy of individuals. | https://latinamericanpost.com/32961-coronavirus-digital-surveillance-and-human-rights |
Sickle Cell Trait (SCT) has been shown to be protective against malaria. A growing literature suggests that malaria exposure can reduce educational attainment. This study assessed the relationship and interactions between malaria, SCT and educational attainment in north-eastern Tanzania.
Seven hundred sixty seven children were selected from a list of individuals screened for SCT. Febrile illness and malaria incidence were monitored from January 2006 to December 2013 by community health workers. Education outcomes were extracted from the Korogwe Health and Demographic Surveillance system in 2015. The primary independent variables were malaria and SCT. The association between SCT and the number of fever and malaria episodes from 2006 to 2013 was analyzed. Main outcomes of interest were school enrolment and educational attainment in 2015.
SCT was not associated with school enrolment (adjusted OR 1.42, 95% CI [0.593,3.412]) or highest grade attained (adjusted grade difference 0.0597, 95% CI [−0.567, 0.686]). SCT was associated with a 29% reduction in malaria incidence (adjusted IRR 0.71, 95% CI [0.526, 0.959]) but not with fever incidence (adjusted IRR 0.905, 95% CI [0.709-1.154]). In subgroup analysis of individuals with SCT, malaria exposure was associated with reduced school enrollment (adjusted OR 0.431, 95% CI [0.212, 0.877]).
SCT appears to reduce incidence of malaria. Overall, children with SCT do not appear to attend more years of school; however children who get malaria despite SCT appear to have lower levels of enrolment in education than their peers.
Political systems dominated by a single party are common in the developing world, including in countries that hold regular elections. Yet we lack knowledge about the strategies by which these regimes maintain political dominance. This article presents evidence from Tanzania, a paradigmatic dominant party regime, to demonstrate how party institutions are used instrumentally to ensure the regime's sustained control. First, I show that the ruling party maintains a large infrastructure of neighbourhood representatives, and that in the presence of these agents, citizens self-censor about their political views. Second, I provide estimates of the frequency with which politicians give goods to voters around elections, demonstrating that such gifts are more common in Tanzania than previous surveys suggest. Third, I use a survey experiment to test respondents’ reaction to information about corruption. Few voters change their preferences upon receipt of this information. Taken together, this article provides a detailed picture of ruling party activities at the micro-level in Tanzania. Citizens conceal opposition sympathies from ten cell leaders, either because they fear punishment or seek benefits. These party agents can monitor citizens’ political views, facilitating clientelist exchange. Finally, citizens’ relative insensitivity to clientelism helps explain why politicians are not punished for these strategies.
A large literature examining advanced and consolidating democracies suggests that education increases political participation. However, in electoral authoritarian regimes, educated voters may instead deliberately disengage. If education increases critical capacities, political awareness, and support for democracy, educated citizens may believe that participation is futile or legitimizes autocrats. We test this argument in Zimbabwe—a paradigmatic electoral authoritarian regime—by exploiting cross-cohort variation in access to education following a major educational reform. We find that education decreases political participation, substantially reducing the likelihood that better-educated citizens vote, contact politicians, or attend community meetings. Consistent with deliberate disengagement, education’s negative effect on participation dissipated following 2008’s more competitive election, which (temporarily) initiated unprecedented power sharing. Supporting the mechanisms underpinning our hypothesis, educated citizens experience better economic outcomes, are more interested in politics, and are more supportive of democracy, but are also more likely to criticize the government and support opposition parties.
Studies have found links between organizational structure and performance of public organizations. Considering the wide variation in uptake of malaria interventions and outcomes across Nigeria, this exploratory study examined how differences in administrative location (a dimension of organizational structure), the effectiveness of administrative processes (earmarking and financial control, and communication), leadership (use of data in decision making, state ownership, political will, and resourcefulness), and external influences (donor influence) might explain variations in performance of state malaria programs in Nigeria. We hypothesized that states with malaria program administrative structures closer to state governors will have greater access to resources, greater political support, and greater administrative flexibility and will therefore perform better. To assess these relationships, we conducted semistructured interviews across three states with different program administrative locations: Akwa-Ibom, Cross River, and Niger. Sixty-five participants were identified through a snowballing approach. Data were analyzed using a thematic framework. State program performance was assessed across three malaria service delivery domains (prevention, diagnosis, and treatment) using indicators from Nigeria Demographic and Health Surveys conducted in 2008 and 2013. Cross River State was best performing based on 2013 prevention data (usage of insecticide-treated bednets), and Niger State ranked highest in diagnosis and treatment and showed the greatest improvement between 2008 and 2013. We found that organizational structure (administrative location) did not appear to be determinative of performance but rather that the effectiveness of administrative processes (earmarking and financial control), strong leadership (assertion of state ownership and resourcefulness of leaders in overcoming bottlenecks), and donor influences differed across the three assessed states and may explain the observed varying outcomes. | https://scholar.harvard.edu/kcroke/publications |
“Where is your ID!” the police contractor yelled at me in Uyghur. I looked up in surprise. I had been avoiding eye contact, trying to attract as little attention as possible. In April 2018, in the tourist areas of Kashgar—where there were checkpoints every 200 yards—contractors usually recognized a bespectacled white person as a foreigner. But over the years that I had lived and worked as an anthropologist in Xinjiang, a region in Northwest China, I had often been mistaken for a Uyghur.
“I don’t have a local ID. I’m a foreigner. I only have a passport,” I responded in Mandarin. At another checkpoint, a Uyghur police contractor had advised me to stop speaking Uyghur if I didn’t want to raise suspicion. So I had adopted the tactic of only speaking or writing Chinese at checkpoints.
“Oh! Well, show me your passport then,” he said, switching to Mandarin, his tones nearly as flat and imprecise as my own. He leafed through my passport, pausing at my picture. “That’s a big beard,” he commented. “That’s the style of a lot of young people in my hometown in the United States,” I responded. In 2014, the Religion Section of Xinjiang’s United Front Work Department had identified beards on men under the age of 55 as a possible sign of religious extremism and terrorism.
Eventually, a Han man, a “real” police officer who was allowed to carry a gun, showed up. He asked me about my background, why I was traveling, how I learned Chinese. He said they had looked me up in the system, so they knew all about me.
Despite this, I was allowed to leave. Unlike so many people I knew, I was not held in a camp or assigned a low-wage factory job. My data had been harvested, but I had the protection of my US passport to protect my property and labor from being legally stolen. In a general sense, just by living within a global capitalist economy and the imperial histories that built it, I was implicated in the system of control and “reeducation” that I was studying. The digitization of social life, the Global War on Terror, and the drive for low-cost commodities are facts of life almost everywhere. But, as a protected citizen, the fear I felt was a momentary glimpse of the surveillance systems that dominated the lives of the Uyghurs I saw at the checkpoints. For them, there was no way out.
“Terror capitalism”
Over the past few years, I have developed a conceptual framing that helps me explain the political and economic forces at work in the checkpoints, camps, and factories of Northwest China. I call the concept “terror capitalism”—a type of capitalist frontier-making that exploits the perceived threat of ethnic and racial differences to generate new forms of capital accumulation and state power. Building new frontiers of capitalism means turning things that were previously outside of the marketplace into commodities. In the past, this has involved mining natural resources, turning the lands of the colonized into property, and forcing racialized people to work for low wages or no payment at all as part of industrial production. In the contemporary moment, when breakthroughs in artificial intelligence are transforming human existence, previously uncommodified aspects of social life—like behavioral and biometric data—are being used to create products that can measure and predict things like efficiency, desire, and criminality. This “fourth industrial revolution” of technology-assisted data assessment highlights the pivotal role of military-industrial complexes in building technological innovation and national economies from China, United States, Israel, and elsewhere, and the way governments and corporations adapt military and policing tools to expand tech industries into new domains of life. Across the world, states and companies use information infrastructure—digital forensics tools, biometric checkpoints, and image-recognition systems—to control people and manipulate the workforce.
Terror capitalism links technological oppression to the global economy. The first form of capital that is created beyond the intellectual property inherent in systems of surveillance and policing infrastructure is data. Defining Xinjiang as a war zone has created a data-intensive environment that allows some of China’s largest private and state-managed technology companies to develop new tools in digital forensics, image and face recognition, and language recognition. From face portraits to iris scans to voice signatures to digital histories, the companies are continuously collecting patterned data from the 15 million Muslims in the region. This system mirrors and expands on data-harvesting done by private corporations in Europe and North America, from Google to Palantir, but in the case of the Uyghurs, Kazakhs, and other Muslim populations in Northwest China, the tacit consumer consent and legal rights available to protected citizens in the West have been stripped away.
The second form of capital is in the unfree human labor that is facilitated by the digital enclosure system. Since 2018, Xinjiang’s regional development authority has been describing the camp and reeducation system as a “carrier of the economy,” on the same scale as oil, natural gas, cotton, and tomato resources that had drawn Han Chinese settlers to the region in the 1990s. The internment camps hold hundreds of thousands of detainees in a camp-to-factory pipeline. A surveillance system—smartphone tracking, checkpoints, face scans, and so on—hold Uyghurs and Kazakhs in place, ensuring a docile workforce. Importantly, much of what is produced in this system is destined for export. This is why it is important to understand Uyghur coerced labor as a frontier of global capitalism.
Terror capitalism uses War on Terror rhetoric to justify state and private capital investment in data- and labor-intensive industries and produce detainable workers. The Chinese government used technological innovation to detect and produce an imagined Uyghur and Kazakh threat—an entire population of hundreds of thousands of terrorists in hiding, allowing the state and its Han citizens to legally appropriate their land and labor. In an ethnography called Terror Capitalism: Uyghur Dispossession and Masculinity in a Chinese City, I elaborate on the way colonial projects act as frontiers of capitalist expansion, arguing that colonialism and capitalism are co-constitutive. In a second nonfiction book titled In the Camps: China’s High-Tech Penal Colony, I examine how the systems that Uyghurs confront are linked to surveillance and how these systems open up the labor of unprotected populations to intensified forms of exploitation.
A history of structural antagonism
It was not until the 1990s, as China developed a market economy oriented to global capitalism, that the Uyghur majority areas of southern Xinjiang—where Uyghurs represented more than 90 percent of the population—became the target of an internal settler colonial project. While previously the state had established isolated settler colonies in the northern part of the region, it was only when global market and the state incentivized mass migration into Uyghur majority areas that the major features of a settler colony—dispossession of Uyghur land and way of life, domination of Uyghur institutions such as the mosque, schools, and banks, and settler occupation—began to emerge. It was during this period that the oil and natural gas reserves of the region became the focus of profit-oriented state-owned or -managed corporations. Since then, Xinjiang has become the source of around 20 percent of China’s oil and natural gas. It has an even higher percentage of China’s coal reserves and now produces around 20 percent of the world’s cotton and tomatoes. Uyghur scholars working within the Chinese academy have shown that as settlers began to take over local governments they created highly exploitative systems of tenant farming—which required Uyghur farmers to grow particular crops, sell them to state-arranged buyers, and pay exorbitant fees—and forced Uyghurs to migrate from rural areas to urban centers in search of work. All of this led to wide-scale under-employment among Uyghurs.
In 2009, following a lynching of two Uyghur workers at a factory in eastern China, these tensions escalated to large-scale Uyghur street protests, police violence, and rioting in Urumqi, the capital of Xinjiang. The local authorities responded with militarized “hard strike” campaigns across the region. At the same time, land seizures increased across southern Xinjiang as the state incentivized Han settlement. In late 2013 and early 2014, Uyghur civilians violently attacked Han civilians in Beijing, Kunming, and Urumqi. In response to these attacks, state authorities began to describe Muslim practices such as regular mosque attendance and fasting during Ramadan as signs of the spreading “mental illness” of religious extremism. A “People’s War on Terror” in effect became a program to prevent Uyghurs from being Muslim and, to a certain extent, from being Uyghur.
The state agencies outsourced authority to private companies and police contractors and built hundreds of massive internment camps. Private industrialists and Han settlers, who had benefited from the natural resource economy, were mobilized through a dramatic increase in public-private partnerships to create a surveillance industry at the cutting edge of contemporary technological systems. In 2016 and 2017, the state invested an estimated $7.2 billion in the Xinjiang information security industry as part of an increase of over 90 percent in public security spending. Over the same years, the state awarded an estimated $65 billion in private contracts to build infrastructure and $160 billion more to government entities in the region—an increase of nearly 50 percent. The majority of this spending increase was to build detention facilities, but it also was used to construct a grid of 9,000 facial-recognition checkpoints and hire more than 60,000 low-level grid-workers—who were given devices to scan the smart phones of Muslims for “micro-clues” of past religious and political behavior.
As University of Sydney scholar David Brophy has demonstrated, the system established in the region was grounded in the same counterterrorism strategies practiced by governments across the world, especially those of Israel and the United States. Chief among these influences was counter-insurgency theory or COIN. This dominant form of military and policing science is premised on three elements: full-spectrum intelligence of the entire population, fracturing the social network of those identified as insurgents, and “winning the hearts and minds” of the remaining population. Soon after the Petraeus Doctrine of COIN was introduced in Afghanistan and Iraq in the late 2000s, policing and military theorists in China began to think about how it could be applied in their country. They also started to consider how so-called preventive policing programs in Europe and North America—often called Countering Violent Extremism or CVE—could be used among Chinese Muslim populations. As scholars of critical terrorism studies such as Arun Kundnani have shown, these programs rely on the false idea that pious Islamic practice leads to violent action. In effect, COIN and CVE institutionalizes Islamophobia.
As I show in a recent article, in police academies across China and in Xinjiang in particular, theorists and state authorities began to combine both of these models and apply them to Chinese counterterrorism strategy. In China, counterterrorism really applies only to Turkic Muslims and primarily to Uyghurs. The Xinjiang Public Security Bureau adopted these frameworks to systematize intelligence operations and their assessments of the population. Even the use of camps mimics and expands on the way the US military reinvented the category of the detainee in Iraq and the “pre-criminal” spaces created by CVE programs.
Aside from its scale, what makes the camp system in Xinjiang different is the way it emphasizes “thought reform.” Here they are building on a Maoist legacy of reeducation camps. In the case of Iraq, “winning the hearts and minds” of the nation that the US armed forces had just destroyed and occupied was less about installing an American settler colony and more about installing a US franchise government that would protect the interests of US capital. As such, it was instituted by leaders drawn from the Iraqi population but with US military support. In contrast, in Xinjiang there is both a punitive and “transformational” aspect to the program, and it is imposed and managed by non-Muslim state authorities and their settler proxies.
The Re-education Labor Regime
What I have described so far is the way private technology companies expand their market share and harvest data in the service of state power and their own economic interests. But how do such systems of control work to extend capital accumulation in relation to labor?
Since 2017, factory owners from cities across Eastern China have arrived in Xinjiang to take advantage of newly built industrial parks associated with a reeducation camp system and the cheap labor and subsidies that accompany them. By relocating part of their manufacturing base to Xinjiang, factory owners ensure that the political standing of their businesses will be protected by state authorities in their home provinces, while at the same time they can safely expand their production with the assistance of camps and security systems. Xinjiang is home to around 85 percent of Chinese cotton, and is where the state hopes to relocate around 10 percent of garment-manufacturing jobs.
Most of the world of these workers takes place inside the factory complex. Like migrant workers in other parts of China, they are housed in the same compound as the production site. The labor scholars Pun Ngai and Chris Smith have described such an arrangement as a “dormitory labor regime.” Their work shows that this allows factory owners to more easily demand overtime and weekend work and garnish wages to compensate for housing costs. The same is true in the reeducation labor regime in Northwest China, but Uyghur and Kazakh workers are also prevented from leaving by surveillance systems, material barriers, and the threat of internment. Inside the factories, camera systems, tracking devices, and minders monitor the workers—applying the logics of “smart” factory and warehouse systems used around the world. The surveillance infrastructure in the factories means that all aspects of their lives are monitored. Factory authorities decide if and when workers can go to the toilet, what food they eat, if they are permitted to carry or use phones, what language they speak, when and how long they work, when and how long they sleep, and even what they’re allowed to do when they are not working.
Is Terror Capitalism Global?
While the system that is being implemented in Northwest China is unique in terms of its scale and the depth of its systemic cruelty, the Uyghurs and other Turkic Muslims are not the only marginalized groups of people who are being partitioned by surveillance infrastructure and unfree labor systems. In many countries, these new forms of power are consistently aimed at controlling minorities and refugee populations, many of whom are Muslim. In the West Bank, for instance, Israel targets Palestinians with similar forms of infrastructural power—checkpoints, biometric surveillance, and data harvesting.
Over the past several years, I have collaborated with the anthropologist Carolina Sanchez Boe in seeking to understand the parallels and differences between these systems. Sanchez Boe shows that asylum seekers from Africa, Latin America, the Middle East, and South Asia who enter the United States at the southern border are being released from Immigration and Customs Enforcement (ICE) detention centers with GPS monitors attached to their ankles, under an Intensive Supervision and Appearance Program. In a derivation of the no-fly lists used for terrorism suspects, they are placed on watch lists that prevent them from traveling. Increasingly, ICE requires them to submit face scans performed with an app developed by Behavioral Interventions Incorporated, with advanced mapping services provided by Google Maps and data services from Verizon.
In the United States, the surveillance infrastructures that arose after the attacks of 9/11 push unprotected refugee and immigrant populations into gray zones, at the margins of cities and into low-wage work. In Xinjiang, the goal of the surveillance system is to monitor Uyghurs in order to exploit them, rather than to push them out of public view.
Despite these differences, the reeducation labor system in China and contingent undocumented work in the United States are part of the same continuum of unfreedom. For asylum seekers in the US, the stigma associated with tracking devices is combined with the sense of threat that they feel from not knowing their movements are being tracked and how the data might be used. A Guatemalan asylum seeker told Sanchez Boe that she feared that the digital grillete (the Spanish for “shackle”) was allowing ICE agents to look “at where I meet with other people, to know where undocumented migrants congregate.” Three weeks after she said this, ICE conducted one of the largest immigration raids in a decade at a poultry manufacturing plant in Mississippi, arresting 680 workers, leaving their children to come home from school to empty houses. The affidavit of the arrests reveals that federal agents relied on surveillance data from GPS monitors strapped on the ankles of Latin American women who had found work at the factory. | https://www.thenation.com/article/world/xinjiang-uyghur-terror-capitalism/ |
That’s Amir Taaki speaking on a closing panel at the Web3 Summit in Berlin Wednesday, and his statement was greeted with breathless applause by the audience. An early bitcoin developer, Taaki addressed a crowd of more than a thousand coders that had gathered to discuss “Web 3.0” – or the restructuring of internet infrastructures with an emphasis on decentralization.
A concept which originated from ethereum co-founder and Parity Technologies founder Gavin Wood, Web 3.0 has evolved into a tech base that encompasses a wide range of decentralized technologies, ethereum and beyond.
Web 3.0 is intended to replace the existing online infrastructure with software that is decentralized from the start. To this end, much of the discussion over the three-day conference echoed Taaki’s sentiment – that with the right combination of technology and vision, Web 3.0 can usher in a new era of digital emancipation.
And while that may sound idealistic – several attendees remarked that the event seemed to tip into naïveté at times – it was met with a wave of technological advances that reinforced this positivity.
Ethereum developer Lane Rettig echoed this point in an interview with CoinDesk.
According to him, the Web 3.0 community is at a crucial turning point. Either it succumbs to the classic “rich get richer” dynamics or the community takes “the uncharted path” of permissionless innovation.
“But it’s not something we get for free, and it is not something we get by default,” Rettig contended.
What’s more, such a vision requires careful coordination and an awareness of history, such as the failure of former technological movements that got co-opted by corporates. To this end, several moments during the conference reflected this idea in more cautionary terms.
During the event on Monday, Harry Halpin, an academic and a former chairperson of the World Wide Web Consortium (W3C), gave some concrete examples of the risks currently facing the nascent industry.
According to Haplin, decentralized, open-source technologies have a historical tendency to fall prey to capture by corporations that implement the tech – thus further centralizing the Web.
Clovyr’s Nielson seconded that, explaining that strategies – such as the so-called “embrace and extinguish” method – exist within corporations to allow them to take open-source software and reimplement it within their own systems (without so much as a thank you). And the tech, at that juncture, has been abstracted from its guiding principles and even be used for malignant ends, he said.
Zamfir specifically directed his warning about this process toward blockchain governance – where an economic elite can buy up crypto token ownership and divert the outcomes of a project.
According to Halpin, Web 2.0 technology underwent a corporate capture of its own, and the leaders of the projects “lacked the backbone to push back and fight for users rights.” For example, Halpin drew attention to digital rights management (DRM) – a heavily criticized copyright-enforcing technology that led him to quit the W3C following its implementation as a Web standard.
This could include the development of Web 3.0 standards, as well as protection against software patents, Halpin said, adding that such governing bodies should avoid deifying specific people, a process that can create single points of failure for blockchain projects.
Privacy was another significant theme discussed during the summit. While much in the way of privacy tooling is in development within the cryptocurrency community, there are still plenty of unanswered questions.
It was a notable trend at the summit, with many, like Halpin, warning that the use of peer-to-peer and blockchain technologies could result in a new surveillance machine – one that is even more threatening than the current Web as it exists today.
And that’s because not only do technologies like ethereum reveal transactional data, but they also expose subtler computational activity which can be a concern, especially as it relates to smart contracts that deal with sensitive tasks like voting, location data, social media and identity.
Still, several talks touched on the privacy question, sparking a sense of renewed interest in developing the tools necessary to protect users and even developer information.
Advancements in zero-knowledge cryptography, ring signatures, mixnets, privacy-enforcing contracts and messaging were discussed, and even lower level cryptography that enforces privacy as a default, instead of needing end users to adopt.
One such project is Centrifuge, a financial supply chain startup that performs transactions apart from the ethereum blockchain in order to preserve their privacy, while still communicating with the blockchain by way of non-fungible tokens (NFTs).
“From a technical point of view, there’s a huge improvement in terms of the technologies we can use to preserve privacy,” CTO of Centrifuge Lucas Vogelsang said.
Still, the mood at the conference was generally optimistic. For example, several participants pointed to innovations particular to the blockchain ecosystem that could help overcome dystopian outcomes.
Zamfir, for instance, said that stable blockchain governance can be achieved using systems that enforce distributed control, incentive mechanisms and general fault tolerance.
Halpin echoed this point by stating that Web 3.0’s main protection against the failures of former software movements is the novel economic models underpinning much of the industry.
“Blockchain technologies have a fighting chance because they have an economic model built into how you use and work on the technology,” he stated.
These economic models can help avoid outcomes like the onslaught of corporations that occurred in Web 2.0 and protect against the economic model underlying most of the internet – one that relies on user data and tracking as a primary business model.
Speaking on the panel, Taaki reminded the audience of the importance of having a fixed ideological position to guide the Web 3.0 movement.
“It’s not clear that it is going to be good for people’s privacy, it’s not clear that it gives people control, but it certainly gives people a lot of freedom,” Zamfir told CoinDesk.
In a similar vein, according to Halpin, while we won’t know for years as the technology and the industry around it unfolds, but it’s worth the risk, given the underlying promise – freedom from corporate control – the technology stands for. | https://www.coindesk.com/defending-decentralization-like-a-twice-in-a-millennium-chance?utm_campaign=Blockchain%2BWeekly&utm_medium=web&utm_source=Blockchain_Weekly_100 |
The concept of a utopia often comes from science fiction novels. Arthur C. Clarke’s Childhood’s End and Lois Lowry’s The Giver both establish a utopia using control and advanced technology to maintain its perfection. Although society developed in the novels signify civilization reaching higher human potential, creating a utopia proves high cost for both societies in similar ways. The two utopias use manipulation as well as isolation to manage society, but among the perfection, hidden flaws exist within the perfect world.
In the two novels, leaders of the utopias create rules and use technology to manipulate residents on Earth so they can gain control. In Childhood’s End, the Overlords monitor every human being’s actions, using citizens’ fear to manipulate them (Clarke 207). The Giver’s community also controls citizens, the Committee of Elders make decisions for them, reducing the number of mistakes within the neighborhood (Lowry 62). Clarke and Lowry both establish a utopia using mind manipulation in order to maintain perfection, but hidden flaws still exist in each society.
Utopian societies in both books contain hidden flaws affecting citizens’ life. As the number of entertainment increases, Jan Rodricks and other residents resist against Overlords’ control to achieve intended goals (Clarke 83, 136). Boredom in human life leads to curiosity as well as dissatisfaction, causing massive chaos within the utopia. In The Giver, residents do not have the right to live a unique life, since the elders decide jobs, spouse, and the number of kids to maintain the balance of the community (Lowry 11). The equality within societies leads citizens to abandon human’s ability to create and improve but also reduces resistances against the governing body. Clarke and Lowry’s societies involved flaws and dystopian characteristics, revealing the imperfection within the utopia. The mistakes within the utopias also uncover errors of ultimate control behind all perfection.
The utopias in both stories isolate residents in order to maintain authority. Karallen separates Earth from the universe and forbids humans to travel through outer space (Clarke 115). The Overlords isolate Earth from other planets to ensure citizens’ safety and to control the utopia in a more efficient way. While Jonas’ community eliminates residents’ memories, Receivers have the responsibility to collect them (Lowry 129). The lost of memory wipes out pain and depression, but it also breaks the bonds between citizens. The authors of both books include isolation as a major part of utopias to explain the high cost of making a perfect society.
In order to make an ideal utopian society, citizens in both books must give up several similar parts of their lives to reach the target. Both utopias’ governing body manipulate and isolate residents to maintain control, but within the perfect world, hidden flaws exist. Utopias will continue to remain in science fiction novels as well as movies, and will not be practical in modern-day countries since the price of perfection sacrifices the human desire to create and the rights to pursue happiness. However, a utopia will exist in the future if the government diminish human rights and the citizens’ accept a world with no freedom and liberty. | https://samploon.com/comparison-of-arthur-c-clarkes-childhoods-end-and-lois-lowrys-the-giver/ |
A chief human resources officer oversees all HR functions in an organization. Workers need extensive management and administrative experience to excel in this role.
Chief human resources officers are responsible for creating and executing human resource strategies to help support the overall business plan and organization of a company. Some of their duties include implementing talent acquisition strategies to help fulfill future hiring needs, creating career development plans, and promoting inclusion in the workplace to ensure the company is an equal opportunity employer.
This career opportunity allows CHROs to be a leader in the workplace by creating a welcoming and effective environment. The chief human resources officer’s main goal should be improving employee performance to help the overall company function better and accomplish more.
Sample job description #1
Role and responsibilities
The company is growing, and the Chief Human Resources Officer, reporting to the CEO, is critical to enabling this growth. This person will be responsible for all elements of the people function including business partnership, recruiting, learning and development, talent management, total rewards, HR systems and operations, and compliance globally. This person will be a partner to the CEO and the leadership team in developing the company’s strategy and overseeing the company’s operations in a fast growing technology company.
As both a critical strategic and foundational, operational role, the CHRO will be in a unique position to develop business and people strategies to advance the company’s mission, principles and growth, helping to create the company’s culture, and own the full lifecycle of their people.
This position is a great opportunity to develop a world class people organization in a rising technology company, influence all aspects of our workforce, promote diversity and inclusion efforts, and build out a team of equally passionate human resources and talented professionals.
Responsibilities include, but are not limited to:
- Think strategically and outside of the box to create programs that help the company gain a competitive advantage while also fostering the professional development of their people
- Participate in strategic planning by partnering with the leadership team to ensure HR initiatives are aligned with business objectives
- Advising, as a true confidante to the CEO and executive peers, on topics such as organizational design, critical hiring, workforce planning, employee engagement, performance coaching, talent assessment, change management, org communications, etc.
- Help the company mobilize their values to build a positive company culture that will allow employees to thrive and the business to scale
- Oversee the further development of our DEI initiatives, ensuring that the company is educated, engaged and actively building a culture of inclusion & belonging
- Create and launch or evolve several key people programs, including TA strategy, the development of the company’s people managers, and a recruiting strategy with a world-class candidate experience
- Improve processes and systems to ensure every aspect of the employee lifecycle is optimized
- Develop an employee communications strategy, forum and cadence to ensure alignment with the vision, mission and evolving culture to ensure employees feel a strong sense of connection
Professional qualifications
- Experience in a combination of HRBP, People Operations, Compensation, Employee Benefits and Recruiting, with experience managing teams
- Possess functional expertise across all general areas of HR, including organizational design, planning, diversity and inclusion, employee experience, talent and performance management, compensation, and employee relations
- Proven track record of success in implementing programs that attract and retain a high performing, diverse and global workforce
- High level of business acumen and proven effectiveness as an advisor working directly with executives to provide alignment of human capital initiatives with organizational strategy
- Experienced in data analytics and comfortable using results from that data to influence important decisions
- Well-versed on federal and state employment laws and HR compliance in order to ensure the business is set up for success. Experience with working with remote employees across multiple states, preferred
Personal characteristics
- Embody and uphold the company’s values and ensure that they influence all key decisions and initiatives
- No-ego leader that believes in the “owner-operator” model; will do day-to-day tactics to pitch in
- Exceptional communication and interpersonal skills with the ability to develop a high degree of personal credibility at all levels of the organization
- Believes ideas come from everywhere and brings out the best in others
Sample job description #2
This is an opportunity to make a significant contribution to the growth of a rapidly developing company by transforming the HR function from a corporate divisional structure to a value-adding strategic partner in a stand-alone firm. The Chief Human Resources Officer (CHRO) will report directly to the CEO. This person will lead the human resources team and be responsible for driving culture and alignment, developing and executing talent strategy, integrating acquisitions, and improving global processes and results.
The ideal candidate will be well versed in all aspects of HR required to support a stand-alone global company, combine a strategic mindset with the ability to be hands-on and process oriented, and be a versatile thought leader that can add value to the C-suite beyond the boundaries of functional HR.
Core functions:
- Overall leadership responsibility for the global human resources function
- Strategically partners with the other members of the senior leadership team to create a “first-team first” culture, driving alignment, clarity, and accountability
- Develops and implements the HR strategic plan, performance plan, and operating plan consistent with company goals and objectives
- Responsible for ensuring ABC Company has the human capital to continue to safely, efficiently, and profitably grow. This includes working across the global locations and roles to continuously improve the Company’s recruiting, onboarding, development, performance measurement and compensation capabilities (pay for performance)
- Provide the HR technical expertise required to successfully assess and integrate acquisitions
- Create a culture that embraces career growth and development at all levels
- Leads effort and provides advice and support for the development, implementation, oversight, and evaluation of HR information systems
- Develops and oversees Executive Compensation Plan under the oversight of the Board’s Executive Compensation Committee
- Be a connector and culture-driver across the company
- Be transparent with information to enable all stakeholders to be accountable to each other
Key requirements:
The successful candidate will be an experienced, global human resources executive with a minimum of 15 years of experience. S/he will have prior experience serving as a corporate or division-level CHRO and have had oversight of a similarly sized, high growth organization.
Other key requirements include:
- A commitment to the Company’s culture, mission, and values
- Demonstrated competence as a strong human capital strategist with both a broad and deep repertoire of human resources knowledge and skills
- Proven experience building, mentoring, motivating, and leading high performing teams and attracting and retaining top talent
- Successful track record of driving culture and performance across multiple locations
- Possess excellent written and verbal communication skills which allows her/him to communicate sensibly to private equity sponsors, senior leaders, and staff
- Demonstrated ability to think “out-of-the-box” in improving corporate performance by influencing colleagues and management to improve processes for the business
Education:
An undergraduate degree is required; an advanced degree (MBA) and/or human resources certification (SPHR, GPHR, SHRM-SCP) is preferred
Sample job description #3
ABC Company is currently seeking a CHRO. The CHRO is a responsible thought leader capable of setting the overall strategy and direction of people programs, culture, structure, policies, and employee engagement. Reporting to the CEO, the CHRO will develop and execute the HR strategy for the organization and partner with the Senior Management Team to execute on the vision. Our employees are our biggest asset, and this person will be responsible for defining the people strategy for our team nationally.
Essential functions
- Guide the HR team in supporting Performance Management, Talent Acquisition, Learning & Development, Engagement, Benefits, Rewards, Policy, and Compliance
- Develop and implement a human resources plan that aligns with the overall mission and strategy of the organization, resulting in innovative, best practices and policies that will service the full range of ABC Company’s HR needs and help build a high-performing culture of success, accountability, transparency, and collaboration
- Understand the needs of the organization and participate fully in all strategic deliberations. Provide insightful, innovative thinking and problem solving on critical HR issues
- Optimize the HR function/team, modernize and refine key processes and activities aligned toward achieving strategic objectives
- Provide HR guidance on special projects, HR analytics & reporting, talent reviews, training, change management, organizational design, diversity, and inclusion
- Oversee compensation practices and philosophy to ensure salary benchmarking and surveys are handled on a regular basis
- Oversee the core functional HRIS/People Technology processes, working in concert with IT. This includes business processes, organizational change, integrations, data reporting, and upgrades
Knowledge, skills, and abilities
- Able to build and maintain relationships at all levels within the organization, acting as a coach and mentor to team members
- A hands-on leader, serving as a subject matter expert who is comfortable updating leadership on key advancements with relevance to our work
- General business and financial acumen with the ability to develop and utilize HR data and metrics as they relate to and impact business topics in Finance, Legal, IT, payroll, and administration
- Executive presence and the ability to effectively communicate across varying audiences
- Passion for building outstanding teams and creating an environment where individuals can do their best work
Education, work experience and certifications
- Bachelor’s degree in business management, psychology, technology or another relevant subject area, or equivalent years of experience directly related to the duties and responsibilities specified
- Advanced degree preferred, currently holds or willing to pursue certifications (PHR/SPHR)
- 10 or more years of experience in a progressive senior-level HC role developing people strategies and implementing solutions. (CPA or Compliance firm experience preferred)
- Experience with Workday highly preferred.
Average salary and compensation
The average base salary for a chief human resources officer is $202,400 per year in the United States. While only base salaries are reflected here, commissions and bonuses may greatly increase total compensation. Additionally, salaries will vary based on experience, company size, industry, and geographic market.
Sample interview questions
- What types of HR management software are you familiar with?
- How would you go about implementing an equal opportunity policy in the office?
- What is your approach to cultivating workplace culture?
- How do you resolve disagreements with senior company staffers?
- What is your strategy for remaining up-to-date on employment laws?
- What are your priorities when hiring and upskilling new employees?
- How do you measure the effectiveness of an HR function?
- How does the company’s HR needs influence strategic planning?
- What can you do to maintain the culture of an organization?
- How do you ensure the objectives of HR operations are aligned with the company’s strategy?
- Outside of HR, what leadership roles are you a good fit for and why?
- In your experience, what is the key to developing a good team?
- What important content do you believe needs to be included in an effective HR policy or procedure?
- What are some of the steps you take to make the recruiting process go smoothly?
- How do you identify opportunities for additional training and development for the organization’s employees?
- Can you give me an example of a past HR policy you didn’t agree with?
- Define company culture. What steps have you taken to promote a healthy company culture? | https://www.4cornerresources.com/job-descriptions/chief-human-resources-officer/ |
The balanced scorecard is a business analysis method used to translate an organization's mission statement and business strategy into specific, actionable, measurable goals. It takes the vision and provides a pathway for the vision to become reality.
Born from a research study conducted in 1990, the Balanced Scorecard has since become a critical business tool for thousands of organizations around the globe. In fact, recent estimates suggest a whopping 60 percent of the Fortune 1000 has a Balanced Scorecard in place. Further evidence of the ubiquity of the Balanced Scorecard is provided by The Hackett Group, which discovered in 2002 that 96 percent of the nearly 2,000 global companies it surveyed had either implemented or planned to implement the tool.
What is a Balanced Scorecard?
Most organizations establish financial goals, and then work toward achieving those goals. A balanced scorecard does what its name implies – it takes a more balanced approach to strategic planning by looking at more than financial goals. The results of using a balanced scorecard include:
- Business activities are in alignment with the organization's vision and strategy.
- Both internal and external communication are improved.
- Actual performance is measured and feedback provided on the progress being made towards meeting strategic goals.
The balanced scorecard accomplishes this by adding the measurement and tracking of non-financial objectives, giving managers a balanced view of how well the organization is achieving its overall goals. The result is that the tactical planning focus is placed on the right areas, and the strategic plan is transformed into an action plan.
How Does the Balanced Scorecard Improve the Bottom Line?
By establishing quantifiable goals in non-financial areas, the balanced scorecard puts the focus on a wider range of goals. If the focus is just on financial goals, other considerations like quality, employee turnover, and safety may be sacrificed along the way – causing finances to suffer as well. Using the balanced scorecard ensures that:
- Goals are in alignment with the organization's vision and strategic plans.
- The organization's vision and strategy are effectively communicated.
- Employees understand what needs to be done to achieve the organization's strategic goals.
- Daily activities and performance are linked to achieving the strategic goals through short-term milestones and goals.
- The goals are understood and accepted throughout the organization.
- Budgeting and rewards are in alignment with strategic goals.
- Data is collected and employees informed about progress toward goals.
- Progress in key areas is tracked and reported.
- Deviations from the plan can be quickly identified and corrected.
- Geographically diverse business units can be compared using common goals and a common means of measurement.
Overall, using a balanced scorecard will help to turn a broad company vision into individual departmental goals, tactical activities, and specific metrics.
As an example of how the balanced scorecard works, an organization might include in its mission statement a goal of maintaining employee satisfaction. This is part of the organization's vision. Strategies for achieving that vision might include increasing employee-management communication. A tactical activity used to implement the strategy might be regularly scheduled employee meetings. Finally, metrics could include tracking employee turn-over, collecting employee suggestions, or conducting employee surveys.
What Does a Balanced Scorecard Measure?
Specifically, what does a balanced scorecard measure? It typically includes:
- Financial Performance: These are the normal financial performance goals, such as gross profit margin, operating profit, net profit, return on investment, and cash flow.
- Customer Value Performance: These goals include marketing goals such as market share and customer satisfaction goals. In some cases these may also include political and social goals such as meeting green energy goals or ensuring suppliers met certain working condition standards.
- Production Process Performance: These are goals related to creating and delivering a product or service to customers. They include productivity, quality, lead-times, and on-time delivery.
- Employee Performance: Goals in this area include hiring the right people, training, safety, motivation and morale, and the employee turnover rate.
Other areas that might be measured on a balanced scorecard include: innovation performance, environmental performance, and brand performance. All of the goals must be quantifiable and measurable.
Steps to Creating a Balanced Scorecard
The first step is to translate the organization's vision into a strategy. A common vision is to be “the best in our class and deliver excellent returns to our shareholders.” But what does this mean? What do your customers value as “best?” How is shareholder value generated on a long-term basis? For people to act on a vision, there must be measurable objectives, agreed upon by senior management, and these objectives must drive the organization toward success in achieving its vision.
Next the vision, corporate strategy, and associated objectives must be clearly communicated, so that departmental objectives are linked to the overall corporate strategy. Clear communication of the vision and corporate strategy will give managers the information they need to establish appropriate objectives within their departments. Each level of the organization should understands the overall goals, and the parts they play in achieving those goals.
The third step is the planning stage. Now that everyone knows where they are going, they need to determine how to get there. Since the goals have already been linked to the overall strategic objectives, department managers can focus on plans for meeting their departmental goals. They can be confident that those plans will align with the overall goals of the organization's strategic objectives.
The last step is feedback and learning. In other words, the last step brings everything back to the first step by providing corrections or confirmations. The objective here is to identify problems and deviations from the plan as early as possible so that corrective measures can be taken.
The Balanced Scorecard and Safety
With automation introducing new hazards into the workplace, and OSHA's growing focus on inspections and citations, safety should be a part of your balanced scorecard. The Facility Safety and Identification Workbook from Graphic Products is a handy tool that helps evaluate facilities to identify areas where improvement is needed. Get your free copy today! | https://www.graphicproducts.com/articles/balanced-scorecard/ |
In today’s hyper-competitive world, what is it that differentiates a good company from an outstanding company? You may have the best technology and infrastructure in place, but without sincere and inspired performances from your employees, you will soon fall behind. Your people are the backbone of your company, and their performance is the critical differentiator for survival in the industry.
Establishing the Right Performance Management Systems
Every organisation needs to have performance management systems that can promote and nurture employee effectiveness. When employees are encouraged to perform better, the employee engagement will be higher and attrition rates will decrease – leading to overall growth and enhanced productivity. A 2013 Gallup poll that reviewed employee engagement data from over 50,000 employees working in 22 global companies showed that over half the employees felt their company’s performance management did not hit the mark.
If you feel that your workers are disgruntled, not performing to their peak efficiency and are looking for other job options, then maybe the HR Department needs to take a fresh look at the performance management processes and practices that are currently being followed. Reflect on these points:
1) Do you have a positive and supportive work environment, where the managers and team are all on the same page?
2) When there is an urgent deadline, does everyone pitch in wholeheartedly and work overtime, or do you have people passing the buck and trying to escape their responsibilities?
3) Do a majority of the projects undertaken end on a positive note, on time and within budget?
4) Is the rate of employee attrition higher than the norm?
To set up a new performance management system, you should ideally set up a small committee that represents board members, employees and managers and create understanding and support for the process. Your people are the key, and building up a rapport between team members and managers will result in great team work and superior performances.
Once the planning and schedules are worked out, you must communicate the new processes and values to every employee before implementation.
Improving employee effectiveness
Quite often, the most difficult part of the planning process is in outlining job objectives and delineating indicators of success. Where do we start measuring the quality of performances, and what do we benchmark these against?
A performance evaluation or appraisal needs to be carried out once a year for each employee, where a fair assessment is carried out of his or her achievements, and the managers give constructive feedback for growth as well as extend praise wherever it is needed. By reviewing, planning and chalking out yearly goals and objectives, each employee can enhance his or her contribution towards the organisation. They should be made to understand that the new system and appraisals are primarily to help them to develop their core capabilities, not merely to monitor salary hikes or promotions at work.
Such appraisals go a long way toward making each employee feel valued, and feel that they are a part of the overall vision of the company. Recognition for good performances motivates and inspires employees to push themselves to perform even better. Constructive feedback helps people to understand where they stand in the eyes of the management, and how they can improve themselves in order to achieve more personally and professionally.
Tracking overall performances through KPIs
Many organisations face challenges in quantifying improvement and growth. This is where Key Performance Indicators play an important role. It is not always easy to evaluate whether your business is on the right growth track or not. Keeping aside normal declines due to a sluggish market, if your business is not looking up over several quarters, then a systematic evaluation is needed to identify the sectors that need improvement – and this is where KPIs play an integral role.
KPIs are measures that indicate and measure your organisation’s alignment with the overall business strategy or goals. At the start of the year, it would be good practice to set in place KPIs for each department and even each team. They serve to define objectives and goals to be achieved, and help to ensure that everyone is on the right track to create greater value and achieve business excellence.
Communication is the key
To increase employee performances and organisational productivity, clearly communicated performance indicators should be defined and reiterated time and again by managers to their teams. Communication is the key and employee expectations should be laid out in a performance appraisal at least once, if not several times a year. This activity should focus on employee strengths rather than their failures, in order to encourage them to work better and achieve their full potential. The best managers are those who are able to empower and engage their teams and help them work together in cohesion and collaboration.
To sum up, performance management is more than just plans and periodic reviews. It should be a continuous process that redefines organisational goals, assesses progress and evaluates performances to ensure that they are in line with the overall vision. | https://www.knowledgehut.com/blog/project-management/opinion-redefining-your-performance-management-systems-and-processes |
A strategy map is a visual strategic planning model that helps the organization to visually represent its organizational strategies, objectives and develop cause and effect relationships between strategic objectives. The use of this strategic planning model helps to clearly communicate the strategic plan and achieve high-level business objectives. The Strategy Map is created by the organizations through the strategic planning process adopted during the period of strategy check-in and meetings.
The need for Strategy Map
Strategic Map is important for the organization as it can help to improve the strategic communication in the organization and provide a visual representation of the overall performance of the organization. Strategic Map can also help the organization to achieve its goals by determining the action plans and strategies. Strategy Map is an extension of the Balanced Scorecard that helps to effectively manage and implement various business strategies.
Besides this, the use of the Strategic Map also helps to uncover various gaps in the organizational strategies before initiating various actions which also helps in improving the overall performance of the organization. Along with this, the Strategic Map also helps the organization to determine how the intangible resources of the company such as employee knowledge, customer satisfaction, training programs, etc. generate strategic value which also helps to improve organizational performance through better management of various resources. The use of this strategic model also helps in tracking the organization’s progress towards the set goals and adjusting the organization’s performance to mitigate the performance gaps. Thus, Strategic Map can also be defined as an important tool for Gap Analysis which helps to identify and mitigate various performance issues at the workplace. The employees of the organization can also view their contribution to the achievement of the organizational goals which also helps to drive better performance outcomes through higher employee motivation.
How to prepare the Strategy Map?
The organization can develop the Strategic Map through a complete assessment of the organizational strategies and performance goals. While developing the Strategic Map for the organization, you first need to consider the high strategy elements of the organization which include the mission, vision, and goals of the organization.
The Strategy Mapping process of the organization begins when the organization determines the right perspectives and the goals that the organization aims to achieve to ensure continuous improvement. The simple and easy-to-understand goals are required to be communicated under this model to provide clear information on the organization’s objectives.
While preparing the Strategy Map, the individual is required to define the organizational goals for all the four perspectives which include financial, customer, internal process, and learning and growth. After this, the cause and effect relationship can also be established between the strategic objectives and strategic results.
Strategy Map real example
Let’s continue with the example of Adidas to prepare the Strategy Map. The Adidas Strategy Map is prepared as follows-
The above visualization of the Strategy Map of Adidas depicts that the vision of Adidas is “To become sports market leader with performance guaranteed products for athletes”. The mission of Adidas is “To attain a leading position in the sporting goods industry with brands built on a passion”. The next step in the Strategy Map is creating the four perspectives and determining the strategic priorities for achieving business goals. The strategic priorities of Adidas include increasing brand credibility, customer satisfaction, brand awareness, and sustainability. The business goals of Adidas further show that the key aim of Adidas in the current times is to achieve the leading position in the sports market by ensuring better operations management and improving the overall financial performance of the organization. | https://speakingnerd.com/strategy/strategy-models/strategy-mapping |
Preferred profile/Skills:
Must have
➢ Strong Business Process Knowledge with demonstrated capability of understanding new business processes and business structures within the Logistic domains
➢ Strong interpersonal and relationship building skills
➢ Ability to understand business strategy and draft and design an aligned IT strategy
➢ Sound Understanding of Logistic processes including Production Planning, Sales & Operations Planning, Order
to Cash, Procure to Pay, Warehouse Management, Transport Management and related processes
➢ Ability to set expectations among business partners, set and utilize strong governance processes to deliver business satisfaction
➢ Strong Transversal Management Skills.
➢ Knowledge of Project Management methodologies (waterfall and Agile) and tools.
➢ Humility, listening and negotiation skills.
➢ Demonstrated capability for Change Management.
➢ Capability to rapidly acquire new knowledge on IT solutions in the domain and facilitate transmission of knowledge and expertise to the relevant teams.
➢ Ability to translate business problems into technical specifications and to translate technical solutions to a language that business understands. Acts as the “bridge” between the business functional and technical teams.
➢ Prior experience in managing an IT build team and/or BRM in the Supply Chain IT domain.
➢ Must have been part of or led big transformational programs.
➢ Prior experience in SAP Logistics Modules and WMS solutions such as Manhattan would be a plus.
Job objectives:
L’Oreal is looking for one Zone Business Relationship Manager Lead in charge of:
➢ Owning the Supply Chain Function’s end-to-end global IT strategy, roadmap definition and governance in alignment with strategic agenda and priorities of the respective business functions.
➢ Effectively managing the business demand for application capabilities at all levels. Providing overall leadership and ensuring alignment across multiple delivery teams.
➢ Driving the innovation agenda and the performance of the services delivered.
➢ Ensuring value creation and effectiveness of IT spend for the respective domain.
Job description:
IT Strategy & Roadmap definition
➢ Engage business and IT leaders at group, divisional and global brands level to define requirements and priorities within the Supply Chain domain and ensure alignment with business vision and key strategies
➢ Communicate and Socialize Business vision within IT corporate organization, to guarantee business value creation
➢ Develop in close partnership with business and IT stakeholders, an IT vision and mission statement that is directionally aligned and sits within the group and zone mission/vision statements
➢ Define a 3 year IT roadmap that includes major transformational programs along with mid-sized projects to meet current and future needs
➢ Key contributor to facilitate the Transition into the Business Platforms as new global programs such as NEO, will become live
➢ Support the transformation of the Domain to align with the Global Target Operating and Delivery models
Demand Management & Governance:
➢ Co-own with the respective Business Process Owners the global IT/business governance for the domain
➢ Act as a proactive business partner: actively listen to internal/ external customers, articulate and clarify/translate their needs into IT implications and evaluate and challenge the customer’s demands to ensure their alignment with the defined strategy
➢ Partner closely with the build and run teams to ensure capacity alignment and quality of deliverables
➢ Be the “go to” person for senior leaders within the Supply Chain functions for all aspects related to technology
➢ Facilitate Prioritization & Arbitration
➢ Own and facilitate the IT/Business governance processes for the Supply Chain domain. Conduct operational review meetings and strategy meetings at regular cadence with appropriate stakeholders and ensure clear and seamless communication with business and IT community.
➢ Create, Own, Monitor and Manage the budgets for the IT domains in strong liaison with the Delivery and Service Delivery Management Teams
➢ Ensure all Demands are entered in SNOW and follow the Demand Management process
➢ Set-Up the Country/Hub BRM community with the Hub CIOs, animate the Zone and Local BRM community
➢ Partner closely with counterparts in NA and other zones for improvements in BRM processes. | https://careers.loreal.com/pt_BR/jobs/JobDetail/Business-Relationship-Manager-Supply-Chain-North-Asia/144084 |
"Make strategy everyone's job," a refrain repeated by Dr. David Norton in his public appearances and in the book co-authored with Robert Kaplan “Strategy-Focused Organization."
So why is this so important? The logic goes that if the people who are working day to day don’t know what the strategy is and more importantly, how they contribute to strategy implementation, they cannot help.
The first step in the process of engaging the people in the organization in the strategy implementation process is to engage them through a robust communication program. They should understand the "why” and the “how” of the strategy. In other words, employees should understand why the objectives are critical for future success of the organization and how the organization intends to address these critical needs. The communication leader is the head of the organization and strategy implementation must be seen as his/her priority. The leadership team is also critical in ensuring the organizational units contribute to the implementation program. They must demonstrate both consensus and commitment. The leadership team, as well as, the chief executive must “walk the talk”. Leadership behavior and actions are tangible evidence of importance and are the real communication program.
Assuming the Strategic Communication Program is comprehensive and of high quality, what is the next step? I would contend that the next step is to engage the workforce in the process of strategy implementation. There is evidence that if done well, the potential for strategic success is dramatically improved. This was evidenced early in the Balanced Scorecard implementation process when implementation best practice audits where compared to strategic results such as achievement of customer outcomes and ultimately financial outcomes (private sector) or mission outcomes (not-for-profit and government sectors), employee engagement was tightly linked to strategic success. These audits demonstrated that single most divergent factor surrounded the third principle of the Strategy-Focused Organization “Make strategy everyone’s job” (reference The Strategy Focused Organization, Robert S. Kaplan and David P. Norton, Harvard Business School Press, 2001.) It was also the most dramatic differentiation between BSC Hall of Fame Organizations and others using this strategy implementation process.
OK, so how does an individual objective process work?
For many organizations it is not the introduction of a new process to manage employee performance. For those with an ongoing performance management process (such as Management by Objectives, Management by Results, or other system that sets individual performance expectations), it is more about the “content” used and not the “vehicle” used. It is about linking strategic priorities to the individual performance expectations.
In this effort to link strategy to the individual the following steps may be useful in tailoring your current employee evaluation process:
- There should be a clear understanding regarding the individual responsibilities. Some tasks are needed to do the day to day job. These can be considered threshold tasks and are typically spelled out in the job/position description. They are the skill, knowledge and abilities use for recruitment, selection and manage daily performance in the job. They are job related expectations and managed by the supervisor.
- There are certain tasks in the “day job” or added to the “day job” that relate to the achievement of an organizational strategic objective – typically found in the Internal and Talent and Technology Perspectives of a Balanced Scorecard.
Depending on the size, complexity and organizational structure, these potential individual contributions can be derived from the corporate or unit scorecard. In large organizations the rule of thumb is to cascade and align the corporate objectives to the operating/functional unit and then to the Individual. You are trying to get to the level in the organization where the individual works and can define their contribution. When you are confident that level of understanding, then you can use your individual performance management process to set individual objectives that contribute to the Unit’s and Organization’s strategic success. Best practice suggests no more than 3 – 5 individual objectives. My experience is that less is better than more.
If you believe that once cascaded there is still a communications gap, lack of clarity re: individual contribution to organizational objectives, then use a decomposition technique such as Value Tree or Critical Success Factor techniques to define contributing operational tasks that link to the success of the strategic objective. This approach can be useful in pinpointing individual, job related contributions to organizational objectives.
- Having set individual objectives there is an additional managerial task to ensure there is proper organizational coverage to address the organizational objectives. This is a managerial/supervisory responsibility to review individual contributions objectives compared to the units objectives. This is a process of cross walking unit strategic requirements with the unit’s individual objectives. This step reviews and evaluates coverage, as well as, the level of support (performance targets) to ensure the unit’s strategic contribution.
- Finally, as part of the employee performance review process, the individual needs to know “how did I do”. This is not a once a year or a “got ya” process. The individual optimally would be able to monitor their own performance against their objectives and know the performance level. This process provides periodic discussions (maybe quarterly in a steady state or as a problem arises) between the individual and the supervisor to review current performance it is as much a counseling/support session than an evaluation session. It is during these sessions, that the individual has the opportunity to analyze and explain their performance, request support and learn what it takes to meet the level of performance expected.
These steps are used to define and ensure strategic contribution at the individual level. This task can be daunting. However, with the use of technology, the details and linkage of such a process can be managed if not enhanced. Technology does not relieve the organization of its responsibility to ensure alignment, but it clearly enables the organization to manage strategy from the Corporation to the Individual. Using the ESM+Perform you can see in the illustration below how alignment can be managed from the “Board Room to the Back Room”.
By following these simple steps, individuals may be better equipped to raise their hand and describe their contribution to the Strategy. They will have made strategy part of their everyday job. | https://www.esmgrp.com/blog/bsc-steps-to-employee-performance-review |
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IT Portfolio Management
Dawn Sweasey BUS 550
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IT Portfolio Management
The Process Framework Steps to Implement Business Process Modeling Key Stakeholders RACI Analysis The Tool Leading software for IT Tying it all together Benefits Demo Question / Q & A
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Why implement a Portfolio Management Process?
To enable a company to track the information necessary to maximize the value ROI- (both hard and soft benefits) Managing the costs and risks Most effectively make use of all resources available Balance IT services and resources with demand for IT reserves and resources Drive higher project success rates by tracking and reporting on progress
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Portfolio Management: Aligning Initiatives To Strategy
Real-time Executive Decision Support Alignment with Business Objectives Business Strategy Investment, Resource and Prioritization Decisions Enterprise Resource Management Integrated Delivery Framework Programs, Initiatives Integrated Portfolio of Managed Projects Collaboration and Project Management Consistent, Repeatable Project Delivery Projects Tools, Technology, Training and Knowledge Transfer *Content of this slide adapted from Microsoft presentation to Amgen
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IT Portfolio Management Framework
Define the Objectives You can’t boil the ocean Determine Portfolio Structure Build the list Evaluate technical condition, business alignment, and risk Track to your Targets Capital & Expense budgets / Scope / Schedule / Timeline Balanced Scorecard / Project Dashboard / KPIs Continually Re-Assess and Determine Trade-Offs Communicate the Portfolio Messaging should be tailored to the audience Collaboration tools Governance RACI Evaluate Execution Compare success to objectives set in stage 1
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Implementing Portfolio Management
Define the business process keeping in mind industry best practice Stakeholder buy-in is key Process before tool or tool before process? No one correct answer Implement a tool that supports the process Allow for Data analysis Can be a phased approach in alignment with maturity level of the PMO Establish Ongoing Governance Model Make it Operational- Consistent and repeatable User Adoption and Training
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Define the Process: Business Process Mapping Notation BPMN is an industry standard for mapping process flow.
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Stakeholders: An individual or group with direct or indirect interest that can affect or be affected by the actions of the business as a whole. It is critical when implementing a Portfolio Management System (people, process, tool) that you have a clear definition of who the stakeholders are: Example: Client- Group or individual requesting the project Project Manager- Responsible for r planning, execution, and closing the Project Program Manager- Responsible for managing the over-arching program Portfolio Manager- is a person who makes investment decisions using money other people have placed under his or her control. Financial Manager- oversees the monetary concerns relating to the functional area Governance Committee- ensures the constant health and effectiveness of the portfolio of projects
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Define Roles and Responsibilities
A RACI Diagram is a good way to document the roles and responsibilities of key stakeholders A separate Diagram is usually created for each major process R Responsible: “The Doer” The one who actually complete the task. The “doer” Is responsible for action/implementation. Responsibility can be shared. A Accountable:“The Buck Stops Here” The individual who is answerable for the activity or decision. Only one “A” can be assigned to an action. C Consult:“In the Loop” Typically subject matter experts, to be consulted prior to a final decision or action. Input from the designated position is required. Inform:“Keep in the Picture” This is one who needs to be informed after a decision or action is taken. They may be required to take action as a result of the outcome. It is a one-way communication.. I
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Sample RACI Process Name: Financial Approval for Projects over $300K (ILM Process) Client Client Finance IS LEAD PM Portfolio Manager Functional Area Lead Governing Board Member Update EPPM with the ILM Cycle for Submission C I R A Estimate the cost of the project Estimate and manage risks associated with the project R,A Develop the PRA and Business Case for a Project Submit through required ILM Meetings
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Leading Software for IT PFM: Gartner’s Magic Quadrant
The Gartner Magic Quadrant (MQ) is a proprietary research tool developed by Gartner Inc., The Magic Quadrant aims to provide a qualitative analysis into a market and its direction, maturity and participants, thus possibly enabling a company to be a stronger competitor for that market. Clarity: “EPPM”
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What should the selected Tool Provide?
Identify link to goals and strategy Access to resource availability and demand What-if and scenario analysis Identify and link to strategic resources and applications *Content of this slide taken from CA proposal / presentation to Amgen
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End User Adoption Quickly and efficiently train users
*Content of this slide taken from CA proposal / presentation to Amgen
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Benefits of Implementing a Tool to Support the Process
Improved Resource Allocation; the right people on the right projects Improved alignment between work and management decisions with goals Enhance scrutiny on above the line initiatives Increased visibility across the enterprise Reduce Ambiguity; ensuring that the authorized work is valuable, aligned and balanced. Ability to balance the portfolio between strategic projects, small efforts and KTLO Sharper focus enabling cost benefit analysis Increased Collaboration and Communication between organizations FTE efficiencies across multiple organizations
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Demo of the Tool https://eppmdev.myclarity.net/niku/
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Quiz Time What is a good mechanism for tracking and monitoring the portfolio? Balanced Scorecard Project Dashboard Key Performance Indicators All of the above None of the above
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Home » Blog » How To Design An Effective Performance Management System?
In the ever-changing business scenario and the evolving workforce dynamics, performance management systems have become a useful way to better manage the human resources in an organization. Companies across the globe have adopted various methods and strategies to improve the performance of their employees but many are not happy with what they have.
This necessitates that organizations analyze the effectiveness of their current performance management systems. To measure the effectiveness of the performance management system, just follow the 5 simple steps below:
Once you have evaluated the results, you can create a performance management system that will help motivate employees and improve their overall engagement with the organization. And also increase the level of satisfaction with the improved performance management system.
Learn how PossibleWorks can help you
In traditional setup managing employee performance has always been time-consuming and requires efforts on the part of the managers. As per a leading management exponent, managers spend an average of 210 hours per year on performance management and yet only 14% of organizations report being happy with their current performance management system and the related outcomes.
The reason for dissatisfaction with the traditional performance management system lies in the fact that most companies considered annual reviews and appraisals as a good idea to evaluate the performance of an employee. However, the year-end reviews always show a rear-view image of an employee’s performance and are often smudged with bias from reviewing managers.
To become more compliant and thorough in their performance evaluation, organizations over the years have adopted several performance management systems and strategic policies. However, the results have often not been as expected, with employees still feeling disengaged and the process consuming far too much time.
If your organization is also faced with such consequences, then it’s time to take action and measure the effectiveness of your current performance management system.
Before measuring how effective your organization’s performance management system is, it is important to understand what is an effective performance management system and why it is needed.
“Performance management is an ongoing process of communication between a supervisor and an employee that occurs throughout the year, in support of accomplishing the strategic objectives of the organization.” – Berkeley University of California
First of all, we must understand that performance management is a continuous process with a two-way flow of interaction between manager and employee. Rather than year-end reviews and communication, a company should focus on employing a continuous system for interaction throughout the year with a strategic focus on achieving business objectives.
Secondly, a performance management system is important for any organization because it helps get better insights on the alignment of individual and business goals, setting clear performance expectations, eliminating redundant work, and saving the organization time, efforts and money. Another reason to implement an effective performance management system is to motivate employees and increase their productivity.
When a company understands the context of having a performance management system, it will be able to measure the effectiveness of its performance management system more adequately.
Outlined below are the five steps that will help measure the effectiveness of your performance management system.
To understand where your current performance management system is falling short, you need to know what an effective performance management system looks like.
Thorough research is key in analyzing the elements to include in an effective performance management system. Reading case studies of businesses that have been successful in revamping their performance management strategies can give helpful insights for your system.
Analyzing prevailing performance management practices in your industry and leading trends in the market can also help you set a benchmark for what an effective performance management system should entail.
It is critical to define clear goals and objectives that your organization is trying to achieve through the performance management system. Some of the common goals are:
Once you have decided on what you are planning to achieve through a performance management system, it is important to know what constitutes the achievement of your objectives. In simple words, you need to analyze what measures will be considered to declare that objectives were achieved successfully.
|PERFORMANCE MANAGEMENT GOALS||SUCCESS MEASURES|
|Improve Team Performance||
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Clarity of what is expected of employees
Alignment of employee performance
Increase in the profitability of teams
Growth in Customer Satisfaction
|Enhance Employee Motivation & Drive Engagement||
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Results of Employee Engagement Survey
Acceptability of Performance Review as a useful tool
Better Employee Turnover Rates
|Performance Pay Decisions||
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Ability of management to objectively and accurately measure performance
Link pay to performance
Additionally, organizations need to agree on measures to understand the effectiveness of the methods and tools employed to conduct performance management such as an automated performance management system. How much time such processes are consuming, whether these are easy-to-use for employees, and if the implementation is as planned or requires improvement?
Once you have set the benchmarks, the objectives and defined the success measures, it is time to collect data and start evaluating your current performance management system.
To fully comprehend the effectiveness of your performance management system and to understand how to improve it, a combination of both quantitative and qualitative data should be used. It is important to get data about the benchmarks, objectives, and the success measures, to the extent available. To collect this data, some methods that can be used are:
After the collection of data, analyze the results based on the success measures you defined and the benchmarks that you wanted to achieve. Compare these results with industry benchmarks. This will help you understand how effective your current system for performance management is and where it needs to be improved.
Always remember that with the changing times and market standards, the system of performance management in an organization should also be continuously tracked and modified to meet the ever-changing employee needs.
At this stage, you have evaluated the actual capabilities of your performance management system, compared it to the benchmarks you had set, and found the discrepancies or shortcomings that you need to work on.
Now, it is time to take action on the results you found and take appropriate measures to improve the current performance management system.
It is important to include the stakeholders that are directly impacted by it, such as employees, managers, and senior management in this process. Discuss with them what they are looking for in a new-age performance management system and their views on how to improve the performance management system. This will result in greater ownership from those who have to implement the system and be a regular part of it.
For organizations to drive better performance, employees must be more aligned, engaged, and motivated towards organizational priorities. An effective Performance Management System enables organizations to achieve this. Organizations must deploy an effective and efficient performance management system. Assessing the effectiveness of the current system, identifying what needs improvement, bench-marking with industry, setting goals for improvement, and acting on that improvement is a process that organizations must follow. In this digital age, a technology-driven continuous feedback-based performance management system has many of the components that make a system effective and efficient.
However, we must realize that each organization is different and has its own sets of goals to achieve and challenges to overcome. There is no one-size-fits-all kind of performance management system. Each organization must adopt a system that is customized to its needs and desired performance goals. | https://possibleworks.com/blog/how-to-design-an-effective-performance-management-system-2/ |
Performance management is the foundation of any organization that has a vision and knows where they want to be in the near and long term future. As today’s rapidly evolving business environment challenges organizations to adapt to constant change, the need for organizations to be sure that their projects and activities are aligned with overall strategic goals and business objectives is critical. Performance management is the gauge that lets you know whether or not you are reaching strategic goals and which areas within your service delivery could use improvement. It used to be that performance was isolated to one department. Today, every division within an organization can benefit from it. Performance management spans across various management functions and helps ensure that your people, processes and technology are working together to achieve your organization’s missions and goals. This article illustrates how performance management relates to various major management support functions within your organization.
Strategic Planning
Strategic planning is the process of determining a company’s long-term goals and then identifying the best approach for achieving them. Strategic planning plays a vital role in the performance of your organization. In order for strategic goals to be achieved, strategic planning must be aligned to performance measurements. These performance measurements allow executive management to gauge the effectiveness of the organizational strategic plan and determine how the budget and projects will be setup in the future. The strategic planning process is discussed in more detail in the planning phase.
Organizational Development
Often used interchangeably with organizational effectiveness, organizational development is the process through which an organization develops the internal capacity to be the most efficient towards its mission work and to sustain itself over the long term. This definition highlights the explicit connection between organizational development work and the achievement of organizational mission. Performance management directly relates to organizational development, since OD is primarily focused on improving the performance of organizations and the people within them. Whatever your organizational challenges, the starting point is to get a clear, objective view of your organization’s performance abilities, such as strengths and limitations. Identifying proper performance attributes is essential, because sound management decisions can only be made when performance attributes are identified and measured accurately. In order to reach anticipated organizational targets, you must be able to tie the performance and motivation of individuals to the overall strategic objectives. The Lifecycle Performance Framework processes illustrate how performance management, organizational development and strategic planning share interrelated processes to accomplish organizational goals. Organizational development processes are discussed in more detail in the planning and execution phases.
Change Management
Change management is a systematic approach to dealing with change within every perspective of an organization, from systems to personnel to projects to functions. Change management is a comprehensive, often difficult management function to properly implement. There’s the saying “Organizations don’t adapt to change; their people do.” With that outlook, it is easy to understand how performance management plays a critical part in managing change. Implementing change within an organization often requires a change in how employees execute things. You can implement the most advanced change management tools money can buy, but if your people don’t buy into or fully support the initiatives, their performance will suffer and ultimately the organization will be ineffective, or less efficient than before.
Every system, personnel, and procedural change within an organization should be implemented with the goal of achieving an improvement in performance some form. The actual improvement should be compared to the predicted improvement to assess the effectiveness of the change. This guide discusses managing your organization during its many changes throughout the performance lifecycle.
Project Management
Project management is the discipline of organizing and managing resources (e.g. people) in such a way that the project is completed within defined scope, quality, time and cost constraints. A project is a temporary and one-time endeavor undertaken to create a unique product or service, which brings about beneficial change or added value. Performance measurement is an area within the Project Management Institute’s Project Management Body of Knowledge (PMBOK). It is the link between performance management and project management, where cost, schedule and scope performance are measured and monitored throughout each phase of the Project Lifecycle. Project performance reporting is the process of collecting project baseline data and distributing performance information to stakeholders throughout the project. Implementing project performance measurement ensures that your reporting clarifies how resources are being used to obtain the objectives of the project. Measuring project performance is discussed in detail in the monitoring phase.
Customer Satisfaction
Customer satisfaction is the measurement or determination that a product or service meets a customer’s expectations, based on predetermined quality and service requirements. It is said that customer satisfaction equals perception of performance divided by expectation of performance. There is a direct relationship between performance and customer satisfaction, where the better you perform to customer expectations, the more satisfied customers will be. Customer satisfaction is your organization’s level of performance through your customers, employees, and/or stakeholders perspective. In fact, many times customer satisfaction feedback, if requested properly, can provide information and insight for achieving breakthrough increases in organizational performance and effectiveness. When measuring customer satisfaction, organizations should review their objectives and ensure that the customer service strategy is linked to those objectives. How to ensure that your organizational objectives are linked to your customer service strategy are discussed in the reporting phase.
Workforce Performance Management
Workforce performance management is the strategic alignment of an organization’s human capital with its business activities. It is a methodical process of analyzing the current workforce, determining future workforce needs, identifying the gap between the present and future, and implementing solutions so the organization can accomplish its mission, goals, and objectives.
People are the most important aspect to any organization. Therefore, the performance of the people within an organization will greatly impact the overall performance of the organization. While most employees understand what they need to do, workforce performance management tells them how well they must do it. The greatest benefit to workforce performance management is the process of aligning employee performance to organizational objectives and goals. This guide explains how to evaluate individuals on their alignment with corporate goals and their contributions to business results in the planning section. Functions within workforce performance management are Recruit and Hire Management, Compensation Management, Incentive Management, Goals Management, Learning Management, Competency Management, and Performance Measurement. These functions are described in the executing phase.
IT Performance Management
IT performance management assists organizations with the increasing demands of maximizing value creation from technology investments, reducing risk from IT, decreasing architectural complexity, and optimizing overall technology expenditures. Behind people, technology is the next critical factor in maximizing efficiency and organizational performance. Many organizations from small to large are using IT strategically to support profitable growth. IT performance management includes maximizing technology to improve service delivery in every area of the organization. IT performance management utilizes such technology as unified management reporting and dashboard tools to enhance performance and drives business processes. How to find the right technologies to enhance your business intelligence, and choosing the right business intelligence tools are discussed in detail in the reporting phase.
Knowledge Management
Knowledge management refers to the guidelines, policies, and practices that an organization uses to create and transfer information to support the performance of the people in the organization. These can include various documents and copyrights, and intangible processes, models and methods that their people use to get work done. The impact of knowledge management on key business results is seen through its potential for improving the performance of business processes. Take call centers for example. They may handle hundreds, even thousands of calls a day. It would be too much too ask for call center representatives to be able to resolve the majority of these calls without a knowledge management system in place. With a knowledge management system, the call center representatives have more information and resources to access and can thus resolve more customer requests. Performance benefits can be seen in such areas as first call resolution, time to resolve, and customer satisfaction. Knowledge management drives performance by linking knowledge to critical functions which impact business and putting the supports in place to ensure knowledge is leveraged across people and circumstances.
Quality Management
Quality management is a method for ensuring that all the activities necessary to design, develop and implement a product or service are effective and efficient with respect to the system and its performance. Quality management includes several processes that enable organizations to ensure quality. Among them are quality planning, quality assurance, quality control, quality audits and quality surveillance. Quality planning is defined as a set of activities whose purpose is to define quality system policies, objectives, and requirements, and to explain how these policies will be applied, how these objectives will be achieved, and how these requirements will be met. It is always future oriented. Quality assurance (QA) is defined as a set of activities whose purpose is to demonstrate that an entity meets all quality requirements. QA activities are carried out in order to inspire the confidence of both customers and managers, confidence that all quality requirements are being met.
Quality control is defined as a set of activities or techniques whose purpose is to ensure that all quality requirements are being met. In order to achieve this purpose, processes are monitored and performance problems are solved. Quality audits examine the elements of a quality management system in order to evaluate how well these elements comply with quality system requirements. Quality surveillance is a set of activities whose purpose is to monitor an entity and review its records to prove that quality requirements are being met. Performance measurement is a necessary instrument for quality management because in order to measure quality, you must first apply performance expectations and standards. In the PMBOK, the performance measurement process group falls under the quality management knowledge area. Quality management is discussed in greater detail in the monitoring phase.
Process Improvement
Process improvement is a series of actions taken to identify, analyze and improve existing processes within an organization to meet new goals and objectives. There are many process improvement methodologies that differ in approach, but the one thing they all have in common is the outcome of better performance. In fact, by definition performance improvement is the concept of measuring the output of processes or procedures, then modifying the processes or procedures in order to increase the output, increase efficiency, or increase the effectiveness of the processes or procedures. Often times, the most critical processes that impact business success are those that require support from multiple functional groups. Identifying and managing cross-functional processes and removing the functional silos that inhibit business culture are discussed in great detail in the planning and executing phases. | https://dthinboards.com/online-jobs/the-impact-of-performance-management-on-key-organizational-functions/ |
This role is responsible for turning and maintaining the organization as preferred place of work by aligning the organization vision and mission with the HR objectives, which provides an employee-oriented, high performance culture for the growth of the company and its employees.
Job responsibilities:
- Develop and lead effective Workforce Planning, Talent Management,Succession Planning, Cross-functional Communication, Compensation & Benefits, Training & Development and Policy Deployment at Plant Corporate Office.
- People strategy, Employment Law Compliance, Employee Relations, Organizational Development, Performance Management, Employee Leave Management, Employee Engagement, HRIS Data, MIS, Exit Management and other HR Practices.
- Managing accurate and optimum manpower budget allocation in order to reduce the manpower cost and improve HR performance measurable.
- Ensuring accuracy in MIS reporting to different divisions/sections of the company so as to keep Management updated.
- Setting up the right processes for Performance Management System(PMS) aimed at talent development.
- Ensuring fair and timely appraisals for all categories of workforce keeping in mind employees' growth.
- Ensuring, establishing & leading standard recruitment and hiring practices necessary to hire and develop - Superior Workforce'.
- Ensuring strict adherence to statutory regulations and mandatory stipulations to remove non-compliance.
- Ensuring a link between performance and compensation in order to reward and promote high performers and identification of low performers and working on their performance improvement plans.
- Initiating company's wide activities for employee engagement and motivational activities
- Partner with JV partners (HR team) to support business development and initiatives.
- Evaluating company culture and providing recommendations to the management for accomplishing company goals and objectives. Hands on knowledge of Admin, Legal Compliances and Labour Laws
- Implement/administer/interpret corporate policies/programs and policies.
- Managing the overall development of team members through effective & need based training & controlling attrition.
- Experience working in an entrepreneurial environment requiring strong multi tasking abilities.
- Able to travel as appropriate.
- Hiring Company - Global Manufacturer of Automotive Engine Cooling System,Commercial HVAC Technology Products,Engine Parts and Motor Vehicle Transmission Components.
- Relevant work experience with multinational Automotive Industry / Auto Ancillaries Manufacturing sector is mandatory. | https://www.iimjobs.com/j/senior-manager-human-resource-administration-automotive-15-19-yrs-909438.html?ref=cl |
Human Resource planning has traditionally been employed in organizations to ensure that the right individual is in the right position at the right time. Under situations of relative environmental inevitability, it strategically focuses on short term planning. This is decreed heavily by line management affairs. Continuous increase in environmental instability, demographic changes, technological changes, as well as increased global competition are changing the need for the nature of human resource strategic planning in today’s business firms (Foot & Hook, 2011). Besides, firms are increasingly acknowledging that to sufficiently meet the HR expectations, they must establish both long – term and short – term keys for day to day operational challenges.
This report seeks to explore Human Resource functions in strategic planning. It defines various practices that are considered effective by planners as well as key strategic planning components. It incorporates these definitions, various existing literature, and comprehensive analysis to develop a strategic plan that best fits Foodex Saudi.
Introduction
The Human Resource strategic plan is a document that lays an overview of the present human resource support and planning services within the organization. It links the affirmative action plans and the diversity plans together. The plan comprehensively defines human resource support and strategic planning projections over given subsequent years, while anticipating challenges the organization might face in workforce management. Planning is essentially the product of the interaction between line management and planners. Human resource strategic planning defines goals that are to address these challenges (John, 2012).
Several business firms develop a business plan before starting their operations. Failing to address possible threats in the market place can expose the viability of the organization. Conversely, failing to anticipate personnel needs can impact the entire organization’s success (Foot & Hook, 2011). As human resource planners involve themselves in extensive operations that serve the day to day business needs, and perhaps affecting the direction of the business operations, they face novel and heightened responsibilities and encounters.
Definitions
Foot and Hook (2011) define human resource strategic planning as the process through which the management identifies the direction the organization should move from its present manpower position to its intended position. Through planning, the organization endeavors to have the right number and kinds of people, at the right places, at the right time, doing things, which results in advantages, both to the individual and the organization as a whole. Present-day human resource strategic planning operates within the broad context of organizational as well as the strategic business planning (Prasad, 2012). It encompasses forecasting the firm’s future human resource needs as well as plans on how these needs are achieved.
The term Strategic Planning is used to define an objective for Human Resource. Strategic planning has the possibility to affect the firm significantly at the long run and is integral to attaining the vision of the organization. Human Resource’s strategic planning related to the organization’s strategic goals. However, since a strategy is apprehended broadly, it is not in itself measurable (Secord, 2013).
Key Theme and Projects are also used to define more precise strategies that would improve the overall objective. This corresponds to the term “initiative” or “goals” in some other strategic planning lexis. Succeeding planning by the department will lay room for more specificity to these themes, projects, as well as intended tasks (Foot & Hook, 2011).
Although strategic planning correlates to the broad directions and priorities of the department over a lengthy time duration, the term “Task” correlates to operational activities employing present and /or projected assets, normally within a specific financial year. The implementation of a given HR Task are measured by Human Resource Metrics, which quantitatively and qualitatively defines the effectiveness of the greater theme or project (Secord, 2013). On the same breath, the case, or rationale, for supporting projects, or tasks requirements will be its relationship the organization’s greater strategic plan using Strategic alignment. The strategy map will give highlights on every operations to the overall goal.
Finally, Strategic Planning is a continuing process (Bechet, 2008). The organization’s Human resource will employ this plan in ensuring that a culture of success for a high – performance organization.
Mission Statement
The department of human resource dedicates to quality in practices by attracting, retaining, and developing a society of endowed and diverse individuals in support of the company’s quality agenda. This mission Statement defines in broad terms the primary purpose for Human resource’ existence including whom human resource serves. It also seeks to accomplish for the people or departments served. This statement encompass the real manner in which the company’s human resource will provide its services.
Within the context of this plan, it will enable the department of human resource to work jointly with other departmental units to achieve the company’s goals and objectives while enhancing quality and diversity agenda. It is developed to support the Human Resource department to attain its goals by working with hiring authorities to recruit and retain employees with appropriate skills, knowledge, and experiences, while affirming and promoting culture of quality and excellence.
Operating Context
Foodex Saudi is a company within the portfolio of food product manufacturing. The portfolio brings together established household top brands, manufacturing, marketing, and distribution within Saudi Arabia. Its products include fruits and vegetables, staples, meat, eggs, seafood, among various processed food products.
Human Resource department serves Foodex Saudi’s full and part – time employees. Human Resource has eight core functional departments that encompass Benefits, Human Resource Outreach and Initiative, Talent Acquisition and Operations, Employees Training and Development, Labor Relations to Employee Retentions. For the purposes of this Plan, Human Resource require that all the eight units are represented.
This strategic plan for human resource management is developed with an intent to enable Foodex Saudi adapt to uprising changes made in the organizational priorities and will be updated on a continuous basis. Local and sector activities within the Human Resource management flow from this strategic plan. The outcome springing from this strategic plan for human resource management will contribute heavily to the attainment of proactive human resource management and will be evaluated against the performance measures that are laid out in the organizational management framework. This document present an integral direction towards the transformation of human resource management within the organization and its contribution to stakeholders.
Why Strategic Planning?
As cited by Richards (2009), a primary objective for Human Resource Planning is to obtain the right number of individuals with the right expertise and competencies in the right jobs at the right time, and at the right cost. This guarantees that the business operation requirements are achieved in an effective and proactive manner. Keeping too many staff can tend to be problematic since it possess the risk of high workforce expenses, downsizing, or layoffs. However, too few employees can also be challenging due to high overtime costs, the risk of unachieved production needs, and the overhead of getting the instant human resources required to get the work done (Bechet, 2008). Kandula (2007) notes that human resource planning links people management to the firm’s mission, vision, goal as well as objectives, the strategic plan and budgetary resources (Prasad, 2012).
Positive management and planning of human resource has been acknowledge as a good practice in enabling the organization as well as its employees to better prepare to achieve organization’s future needs through ensuring effective delivery of products and service. This initiative will create and implement a structure that facilitate the identification of key areas of change, risks, and opportunity. It also includes the preparation of succession strategies to enable meet future requirements. Primarily, the focus is to enhance information on various workforces and future needs through an extensive analysis on demographic, succession planning, career planning requirements, and a forecast on workforce needs and deployment initiatives. This will enable the organization to effectively manage the human resource unit (Armstrong, 2009).
We intend to identify departmental workforce requirements while exploring various opportunities for cross – departmental cooperation. We understand that this strategy demand extensive research to identify the organization future needs, as well as consultations with departmental units, with a concentration on specific areas of the organization where the risk is greater.
Further, another integral outcome of effective Human Resource Strategic Planning is the identification and application of key success factors that supports and reflects the achievement of its objectives (Foot & Hook, 2012). These keys to success are sourced using different techniques, such as various interviews and focused discussion groups curried out with stakeholders, managers, and employees in every organizational levels. These keys, when merged together, they lay the factors that we, as an organization, together feel are integral to the successful achievement of our corporate vision, mission, and organizational goals.
- Shared leadership:
Political, administrative and bargaining unit leadership that supports the vision, strategies, and values
- Defined roles, responsibilities, and accountabilities:
Effective work, job design and a clear delegation of authority. The staff should be aware of corporate and departmental direction and how their performance directly impacts goals achievements.
- Management Partnership
Merged initiatives, agreements and collaborative decision making that reflect the human resource vision and values.
- Clearly coupled Human Resource Guidelines
Organizational guidelines and policies that are meaningful, communicated, and acknowledge the need for departmental flexibility. Various practices that require corporate approach must be continuously and consistently applied to support the organizations goals and objectives.
- A Positive approach to Human Resource Planning
This is to include extensive analysis on demographics, effective service delivery, interior and exterior best actions, and workforce trends
- Access to enabling Technological trends
This ensures that employees have access to tools, resources, and trainings that enable them to deliver quality services.
Securing management as well as employee commitment to the Human resource plan is crucial to the growth of a successful workforce plan. Before initiating the human resource plan process, it is integral to develop commitment and awareness in the process at multiple organizational levels.
Human Resource Best Practices
The success of a firm is directly correlated to the performance of people who work for that firm. As mentioned by Armstrong, (2009), underperformance can be due to workplace failures. This is because hiring unsuitable group or failing to anticipate changes in hiring needs can prove to be costly, it is integral that the management employ various efforts into human resource strategic planning. Planning for human resource needs ensures employees have the skills and experiences the organization needs for its success.
A human resource strategy works with organization’s strategic plan to identify the resources it needs in meeting the firm’s goals and objectives. It best prepares the staff turnover, job placement, as well as strategic hiring, while alleviating stress during emergencies. Determining the human capacity the firm needs is an integral part of strategic plan. This involve determining various aspects of the business operations that demands attention, as well as the skills and experience required of a given employee. During employee hiring, it is crucial to look for persons who have particular set of skills and experiences and not just a particular person to occupy a particular job vacancy (Armstrong, 2009). The management should consider what novel positions are opening up as well as the special skills and work experiences that are needed for those openings.
Human resource must be directly tied to the overall organizations plan (Armstrong, 2009). In context to this, it is a best practice for management to outline what the firm does in terms of key functions and tasks. This involves a complete description of changes that might come into play as well as the direction that the firm will likely take in the coming few years. For example, if the firm is expected to increase sales by fifty percent over succeeding years, then it is crucial to consider the impact it will have on employee hiring and placements (Foot & Hook, 2012).
The immediate process after identification of business strategy needs is conducting a complete job analysis. This include review of the current workforce that the organization is in access to as well as skills and knowledge gaps within the organization. A description of employees the organization have in terms of their possible knowledge, skills, and experiences helps to map the organizations strategy and human resource. These aspects are mapped onto strategic plan to identify the skills and knowledge the management require for the projected tasks and operations. For successful strategic planning, it is integral to consider the following environmental factors and track how they may affect the organization.
- Competition.
In most cases, firms will feel pressure to expand and hire more employees in order to remain competitive in a given market.
- Technology
Technological changes may result in demand for employees in certain fields and professions
- Economic
Economic growth and lower interest rates results in increased expenditure, and in certain instances, heightened business opportunities. However, fluctuations in the labor market affects the organization’s ability to find and retain employees.
- Heightened customer demand
An increase in demand for products and services may demand more assets to enable produce or deliver services.
- Labor force fluctuations.
These encompass resignations, terminations, leaves of absences, changes in employment level, retirement, and death (John, 2012).
Finally, understanding whatever it means to be part of a given group and to actually have the capability to be a member of the group is also integral. A group member has to familiarize himself / herself with other group members and develop a sizable relationships. This will involve acknowledging interpersonal relations, personalities, and characteristics of other group members. This should extend past task levels. The effectiveness of a group demands reputable relationship among group members at personal levels. This will open up the fundamentals for the required levels of trust for the group to develop reputable relationship among members (Armstrong, 2009).
Forms of Human Resource Planning
Key components of this Human Resource Strategic planning are continuous communication of its vision and key success factors, and development of various ingenuities as areas for primary focus. The strategic priorities work hand in hand in order to offer a balanced plan that has a long – term focus for the future.
This strategy outline a backbone for long – term direction in both human resource and organizational efficiency. As a result, it focuses on every aspects of human resource management within the organization. The strategy, therefore, defines a range of initiatives that have to be addressed in the short term. Conversely, over the long run, we seek to review and continuously heighten every element of the human resource management in order to guarantee their ongoing mapping with the organization’s overall future direction.
Human resource department is the hand that is responsible for providing the leadership needed in developing and refining the major operational strategy for promoting heightened professionalism, retirement, and support of different employee groups. In supporting various organization’s units, human resource provide the following key divisions of services.
- Managing recruitment, selection, renewal, promotion, tenure, and merits for employees in various departmental units.
- Managing relationship between organization’s departments.
- Providing orientation of new employees
- Managing organizational strategic planning.
- Providing equity and affirmative practices
- Providing education and training on subjects that relate to equity and affirmative practices, such as involvement in the recruitment and hiring processes
- Developing, implementing, monitoring, and evaluating various policies and procedures.
In order to achieve the stated vision, the organizational departments must become collaborative partners in providing human resource services and attaining the needs of a diverse organization. Based on an extensive research on continuous growth of the organization, we have acknowledged for key strategic priorities that will enable the firm achieve the vision for Human Resource and organizational effectiveness. These priorities are settled on as those subjects that require immediate attention, based on analysis of the present situation and strategic choices to move ahead, and board consultation with stakeholders. These key areas are:
- Training and Development (Leadership)
- Performance Management
- Classification and Compensation
- External Labor force
Training and Development
Continuous training and development for employees is an integral support to guarantee a dynamic, knowledgeable, and skilled workforce. First, our main goal will be on developing effective leadership. Foodex Saudi may encounter management challenges if the next wave of leaders are not effectively developed prior to anticipate retirements. This is in alignment with Foot & Hook’s argument on best practices on an organization. He notes that developing the anticipated organizational culture cannot be attained without a clear cut approach to leadership development that is supported by the head management (Foot & Hook, 2012). To enable the firm get ready for the loss of knowledge and leadership due to retirements and abrasion, we seek to develop leadership skills, knowledge, and abilities at all organizational levels.
Organization’s leaders possess adequate skills and capabilities of setting clear direction. They must be able to clearly determine the organization’s priorities and ensure that staff and organization’s resources are mapped to achieve the set objectives. Their range of responsibilities should include provision of quality information throughout decision making processes in the organization (Foot & Hook, 2012).
Improved employee development and organizational effectiveness will also be met using range of work opportunities, job rotations, job seconding, and mentoring.
Performance Management
Managing performance enables to certify meaningful mapping between organizational set goals and objectives and employee’s day to day work plans, accountabilities, and career objectives. Primarily, the organization’s focus will be on proactive work planning and performance feedback systems. The need for an effective performance feedback system was one of the leading subject provided by staff during analysis for this strategy.
Every employee need to be aware of whatever is expected of him or her, the required skills, training, tools, right directions, and authority to undertake his /her work. This is followed by a clear and defined feedback on the performance of employees. This plan therefore, identifies performance management as a key developmental aspect for the organization. The objective is to mentor employee ideas and input while valuing innovation, creativity, and risk – taking. This aspect also has an intent of promoting and demonstrating that employee contributions are highly appreciated. It must have strong relationships with training and development initiatives (Bechet, 2008).
Classification and Compensation
This plan seek to redesign classification system that will have the capability to fully support and promote broader employee skill sets that are needed to overcome uncertainties. It will enable the organization to remain proactive in reorganizing delivery of services and products to the customers.
A complete redesign of the classification and compensation system will result in cross – training and heightened flexibility in work assignments while replicating every departmental needs (Foot & Hook, 2012). The organization objective is to contribute to effectiveness and cost savings in order to improve the capability to deploy human resource in response to service requirements by broadened job groupings, while developing distinct lines of progression to employees.
External Labor Force.
This component refers to possible supplies of human resources out of the company that will impact forthcoming supply of staff (John, 2012). Assessing external workforce depends on labor market estimate that is based on local and global economic, environmental, and demographic changes. These factors encompass the rate of interest, unionization, economic development, level of unemployment, and political climate.
Tools and Techniques Used
One of the primary element for managing a company is formulation of the overall mission and objectives. Human resource planning is the process that creates mission, goals, and maps them to the developed and implemented strategies in order to meet the mission while working towards objectives (Bechet, 2008). Organization managers often employ various tools and techniques to assist in decision making strategic plans.
Swot Analysis
The SWOT Analysis as part of the strategic planning process will evaluate the company’s strengths against weaknesses, and opportunities against threats that may have impacts on business operations of the company. This analysis is an integral part of strategic planning process that enable the management better understand various risks as well as rewards of an investment(Prasad, 2012).
Foodex Saudi engage in processing and distributing food and beverage products. The management’s intent is to come up with a strategic plan while positioning the company against its major rivals who have similar and duplicated products. This analysis will therefore highlight the company’s major strengths, weaknesses, opportunities, and threats that the company may encounter.
Strengths
- Foodex Saudi boasts the Saudi Arabia’s largest food industry
- Foodex Saudi is expanding heavily leading to an increase in market share and production capacity
- Saudi Arabia is home to a huge native population able to consume high – value packaged and processed foods
- Foodex operates majorly on dairy products, which serves as a competitive advantage over its competitors in Eastern region.
- The company has a well – established and strong local partnership with reputable companies dealing with imports, experts, logistics, Public relations, and marketing.
Weaknesses
- Foodex Saudi’s uncompromising location in Eastern region has proved useless as a result of imposed restrictions on exports. In the present state, the firm’s location is impacting its ability to increase turnover.
- The firm’s turnover somehow rely on food exports, which makes it susceptible to fluctuations in government’s export regulations.
- The population is Saudi Arabia tend to be more price mindful than those in other regions, such as Qatar.
- Saudi Arabia has a saturated food industry that lays little room for the firm’s growth.
- Foodex Saudi is heavily dependent on imports for ingredients since the country suffers a heavy agricultural shortcomings.
Opportunities.
- Food and beverage industry is anticipated to enter promising value and volume sales growth.
- Demand for beverage is estimated to rise steadily as the industry diversifies and health mindfulness continually heighten.
- Alternative drinks, such as herbal and fruit tea, have shown potentiality in terms of popularity, showing vast growth opportunities through product innovation.
- The company is situated in Eastern region nearing fast growing food and beverage markets paving an opportunity for exports.
- The fast growing of non – staple food, such as fish, fruits, poultry, and vegetables.
- The demand for organic food is steadily increasing opening up opportunities for new markets
Threats
- The demand for higher – value beverages fell in 2012, and despite recent improvements, consumer confidence remains way off pre – 2012 highs.
- The emergence of new Food and Beverage firms posse great competition to the company.
SWOT Diagram
Forecasting Demand and Supply
A substantial component of a proactive Human Resource Plan is the method of forecasting. Forecasting defines all the interactions between the perceptual of the decision maker and cognitive procedures and the goal aspects of their environment.
Over the short term period, demand and supply as part of human resource strategic planning can be projected with some certainty (Foot & Hook, 2012). Richards (2009) asserts that “human resource objectives follow logically from consideration of any discrepancies between demand and supply”. Demand may include the number as well as characteristics, such as skills, experiences, knowledge, pay level, and abilities of individuals needed for a particular job vacancies at a specific point in time and at a given place. Supply on the other hand may include both the number and characteristics of individuals available for those particular job positions. Some questions are, “what positions need to be occupied or vacated during the next twelve months?” (John, 2012, p.23) and “how and where will we get people to fill or vacate such positions?” (Kandula, 2012, p.57). According to Foot & Hook (2012), these questions can well be answered by projecting historical trend lines into the future. However, this is specifically integral for firms affected by regular, cyclical changes in demand for their products and services.
Planning is used by organizations to buffer production or service delivery process from sources of uncertainty. Human resource elements, such as recruitment, selection, training, and motivation of employees enable to limit uncertainty since it ensures that an adequate number of people with the required characteristics and skills are available at all stages in the firm. Again, during short – term planning, there appears to be little uncertainty about which skills, experiences, and the number of people needed for these positions (Foot & Hook, 2012). As a result, it is even easier to predict supply. However, continuous fluctuations in today’s business environment makes the future difficult to project using the previous trends. Intents to develop workforce supply in organizational levels, such as senior management and technical professionals may depend on other aspects, such as the cost of living and competition within the industry.
Workforce dynamics and participation is heavily impacted by various factors. Primary amongst the existing drivers of workforce dynamics is the rise of major expansions within the organization. Notably, a distribution branch requires about 200 staff at its peak. The company employment strategy 2013 – 2016 require that this objective will generate an extraordinary demand for experienced personnel.
Other factors noted to influence the flow of workforce are the decline in the manufacturing sectors, technological changes as well as global financial stability. Human resource planning seek to consider these variables by strategically planning for the challenges and uncertainties in the future. This analysis should therefore have the capability to impact decision making process and deliver a clear perspective that will enable the management to reflect on the various factors that might affect the business operation of Foodex Arabia. The figure below summarizes major variables used in this analysis.
Feasibility and Cost Benefit Study
Feasibility analysis is a planning techniques that involve an extensive analysis on whether a given objective can actually be developed and implemented (Foot & Hook, 2012). Can the objective or project be cost effective? This tool will enable Foodex managers during initial stages of the planning process to explore whether to undertake a rising opportunity.
Cost benefit analysis is also a common strategic planning technique that the human resource seek to undertake. It involve an extensive assessment on the cost as well as any possible benefits that are linked with various courses of management practices and deciding on the course of action that will bring a greater net advantages.
Environmental Scan
Within the context of Foodex Saudi’s plan for its human resource functions, a sizable focus must be directed towards various trends and challenges presented by the environment. According to the market analysis, the increased demand in organic foods requires an extensive distribution strategies to enable reach out the market. Thus, with the exception of the discussion of workforce market, we limit our environmental analysis data to stated areas, such as demographics, technological changes.
Conclusion and Recommendations
The trend lines for environmental fluctuations discussed above clearly illustrate that the company should anticipate this transformation to continue for the projectable future. Effective management of this human resource management, new training and equipment for employees, and increase in specialized services as well as more specific and targeted interventions. More enhanced effort and related costs allied with the proactive management of the more diversified and complex business operation lays a very integral challenge for Foodex Saudi.
The question on whether Human Resource has been able to increase value and lay strategic objectives has since been out of the table. The types and degree of environmental changes impacting firms continuously have human capital effects in both organization objectives and business operations. While some human resource aspects will increasingly demand identical, challenging implementation, the need for proactive strategic human resource perspective is heightening. It is in this context that human resource strategic planning functions becomes integral and can add net cost benefit.
This report acknowledge the fact that no
strategic plan is effective without successful recruitment, deployment,
development, and management for human capital. Human resource aspects must
create a perception of value during the entire planning process by indicating
its knowledge, mapping, and success. As observed by, Foot & Hook (2012) the
Human Resource function must successfully prove its ability in creating value
to the firm throughout the stages of strategic planning process from
environmental analysis, to organizational assessment, strategy creation,
implementations, as well as the performance measurement.
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Secord, H. (2013). Implementing Best Practices in Human Resources Management. Toronto:
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Stredwick, John. (2012). An Introduction to Human Resource Strategic Planning. Routledges. | https://www.bestessayservices.com/blog/hr-management-term-paper-on-human-resource-strategic-plan/ |
We are an Equal Opportunity Employer and do not discriminate against any employee or applicant for employment because of race, color, sex, age national origin, religion, sexual orientation, gender identity, status as a veteran and basis of disability or any other federal, state or local protected class:
SUMMARY
The Exploris POS team is a team within the IT Applications Development organization responsible for developing and supporting a robust POS System and critical integrations that many applications depend on with in Advance Auto Parts enterprise. This POS system supports 2000 plus stores both Corporate owned and our Independent customer base. ESSENTIAL DUTIES AND RESPONSIBILITIES:
- Work with business stakeholders, project managers, business analysts, and other IT teams to define the vision, roadmaps, strategy for the order management systems based on customer and stakeholder needs, company goals and strategy, market trends and technology advancement/
- Work closely with a nimble team of software engineers and enterprise architects to ensure the solutions meet our business needs using Agile methodologies in a fast-paced environment.
- Identify appropriate resource needs; work with appropriate management to get resource commitments; make recommendations in sourcing strategy
- Create and manage delivery schedule; track progress in completing project tasks. Ensure project schedules are as efficient as possible, utilizing critical path analysis where appropriate; and ensure project resources accurately charge time to appropriate tasks.
- Manage cost; provide level of effort and estimates, ensure financial forecast is created and maintained through the project
- Track and manage risk and issues; appropriately escalate to management and project stakeholders
- Coordinate with Security Architecture and Engineering functions regarding the selection and implementation of applicable controls.
- Maintain a leadership expertise on current technology, trends, and best practices.
- Working with and helping build a strong team in our Advance Auto Global Capability Center (GCC)
QUALIFICATIONS
To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.
- 5+ years of a development background in application development and/or technical project management, especially in retail industry and order management systems area (strongly preferred).
- Strong familiarity with API management, Micro-services, Visual Basic 6.0 and .NET, PERL
- Strong knowledge of Microsoft Azure and how to move and platform application in the cloud.
- Strong experience working in an Agile/SCRUM environment; Certified Scrum Master Certification is preferred.
- Working knowledge of Microsoft Project and Microsoft Excel.
- Basic understanding of Organizational Change Management principals and ability to make recommendations for appropriate adoption of IT solutions.
- Understanding of basic project accounting principles.
EDUCATION and/or EXPERIENCE
- Bachelor’s degree in Computer Science or related technical discipline; or 5-7 years of practical experience managing simultaneous projects driving successful delivery according to scope, schedule and budget; or equivalent combination of education and experience
- 10+ years in Application Development or Infrastructure Engineering managing
- 5 years in a supervisory role or an equivalent combination of training and experience.
- 5-7 years retail experience, strong background in POS systems
SUPERVISORY RESPONSIBILITIES
- Establish delivery goals and KPIs to measure against them.
- Setting quarterly and annual goals for performance and deadlines in ways that comply with department goals and vision.
- Organize workflow and ensuring that employees understand their duties or delegated tasks.
- Monitor employee productivity and providing constructive feedback and coaching.
- Manage overall team and individuals’ skillsets, performance and throughput through training plans, career development, and performance management.
- Ability to use collaboration tools such as Jira, Confluence, etc.
- Other duties or tasks as assigned by management
TRAVEL
Moderate (up to 25%) overnight travel may be required
- Company:
- Type:
- Skill preferred: | https://redhired.com/manager-pos-systems-advance-auto-parts-houston/ |
Why is it important?
Establishing a robust performance management process will help your business promote, improve and measure employee effectiveness and overall performance. Having a structured approach and clear roadmap of organizational goals will enhance employee performance in alignment with your company strategy and objectives. An effective performance management strategy, structure and system will help you to retain, reward and develop your greatest asset – your people.
What can we do to help? | https://www.upskillconsulting.ca/services/ |
HR Manager – High-level objectives are:
· Developing and implementing HR strategies and initiatives aligned with the overall business strategy including recruitment and building capacities of work force to help business meet objectives
· Foster a culture of employee engagement for two way communication and addressing issues relating to appreciation of good employees, aligning incentives, addressing grievances etc.
· Establishing, communicating and sustaining a healthy and ethical work culture
· Managing the administrative work relating to HR and payroll management
Responsibilities
· Develop and implement HR strategies and initiatives aligned with the overall business strategy as agreed by senior management and board;
· Assess training proactively and strategically and work on the learning strategy for the company in line with best practices;
· Foster growth of the company by utilizing new and existing resources to expand its role and take it to high levels of efficiency & impact;
· Focus the institutional efforts on creating and nurturing a culture of continuous learning and training at all levels of staff;
· Identify, use and leverage tech platforms and tools to boost the efficiency of the company and effectively support the culture of learning at the institution;
· Build the capacity of in-house trainers to deliver effective and high level training and learning; applied on in- class, online and on-the-job environments;
· Foster a culture of employee engagement by engaging with staff at all levels on a regular basis – communicating the core values and ensuring these are followed by all employees. This can be done in collaboration with credit operations as well as introducing other channels for staff to engage with line managers as well as HR;
· Bridge management and employee relations by addressing demands, grievances or other issues
· Identify the recruitment needs on an ongoing basis aligned with business strategy. Recruitment strategies should enable business functions to run the operations smoothly.
· Build relationship with core credit operations as a business partner
· Maintain and improve the compensation strategy which is result oriented, in line with market and reflects the company’s long term goals and mission.
· Build brand of company as employer of choice by addressing all core areas of HR.
· Maintain, review and improve the HR processes on an ongoing basis. The procedures should be legal compliant as well as staff savvy to make staff pool feel empowered and well taken care of.
· Oversee and manage a performance appraisal system that drives results based performance and make it transparent to all staff.
· Report to management and provide decision support through HR metrics
· Proven working experience as HR Manager or deputy HR manager in service industry with medium to large decentralized workforce. | http://humanresourcesme.com/appvacancy/?vacancyid=1465 |
Director of Operations
Reporting directly to the Chief Manufacturing & Innovation Officer, the General Manager’s primary responsibilities include the daily management and coordination of plant and fulfillment operations while ensuring profitability of operations and compliance with all labor, safety, environmental and corporate policies, and regulations. This position oversees all activities related to plant operations, namely: food prep, cooking, production(plate and pack operations), warehouse, and sanitation. You will be responsible for product quality, labor efficiency, ingredient costs, food safety, workplace safety, regulatory compliance, and employee development. You will lead a team of over 200 employees.
We are looking for a proven leader with deep operational experience in food manufacturing at scale. You should be data- and process-driven, able to thrive in a fast-paced, dynamic environment, and an empathetic servant leader with experience building and scaling large teams and bringing operations to the highest levels of food safety, employee safety, and operational efficiency. This role is a key link between our team on the ground and company leadership, providing steadfast and motivating leadership to our front-line employees while ensuring efficient communications between plant departments, cross-functional partners, and the exec team.
This is not a desk job - we are looking for hands-on candidates who enjoy getting in the trenches with the team and understand the challenges they face, identifying opportunities, and working to thoroughly oversee the implementation of new practices and initiatives. If you are results-driven, people-focused, and supportive in your approach to operations, this role offers the opportunity to build a future for yourself and make a tremendous impact.
This role is on-site, based in Burlington NJ.
What you'll do:
Strategy
- Work with the Chief Manufacturing & Innovation Officer to devise the annual plan and budget based on company goals and objectives
- Define OKRs and strategic plan for key initiatives, including the setting of meaningful metrics(COGS drivers, efficiency, waste, etc) for reporting, meeting operational and financial goals, and communicating goals and progress against them to the team
- Work with team toplan, organize resources, monitor production and quality, coordinate priorities, resolve issues, and participate in special projects
- Build capacity for future growth, including people, process, equipment, and tools
- Help define and lead the execution of facilities improvement projects, including build outs and equipment automation
- Recommend and implement continuous improvement initiatives in order to increase quality, efficiency, and safety
- Analyze and control plant expenditures to ensure conformity with budgetary requirements
- Ensure site compliance to all labor, safety, and environmental regulations
- Work with R&D to develop new product launch strategies
- Instill a data-driven culture that rigorously measures key operational metrics and set and meet targets that represent the highest standard of delivery performance/quality, efficiency, and workplace safety
- Support the strategy and execution of fulfillment operations and our fleet of drivers, dispatchers, and logistics managers
Operational
- Lead, supervise, and monitor the execution of all plant production activities, including receiving, prep, cook, plate, pack, and warehouse operations, to ensure the safe and efficient operation of people, equipment, and facilities
- Plan, organize, implement, and monitors work schedules and external suppliers consistent with plant needs, production volume, and growth forecasts
- Rigorously measure operational metrics and KPIs and build a data-driven culture of high performance, accountability, quality, and food/workplace safety in operations
- Ensure effective preventive maintenance and repair of all material handling systems and equipment to minimize downtime
- Analyze problems in the production chain, identify their root cause, and establish procedures to reduce or eliminate them
- Ensure production schedules are met in a timely, efficient, and safe manner
- Ensure that Health and Safety requirements are being met by supporting and participating in regular Health & Safety meetings
- Provide support to internal and external audits; assist the QA Director in ensuring proper team member training, compliance, and enforcement of all company policies including food safety, GMPs, SOPs, SSOPs, HACCP, and all local, state, and federal laws
- Travel frequently to distribution centers and cross-dock locations throughout the East Coast; be a visible leader and the personification of our Core Values for our teams in all geographies
- Ensure compliance with Company policies, as well as all Federal, State, and Local Employment laws and OSHA regulations
People Management
- Lead a diverse supervisory and management team, creating top-down transparency, alignment, and accountability by regularly sharing goals, vision, and progress, holding appropriate trainings, communicating clear objectives and expectations, and providing appropriate coaching, mentorship, and feedback along the way
- Foster a culture of inclusion, high performance, accountability, and safety; ensure appropriate team recognition and support learning opportunities for all employees by modeling behavior in line with company Core Values
- Ensure all direct reports and entire plant management team is held to high expectations for driving employee engagement and retention, ensuring great people management cascades down to all levels of leadership
- Participate in regular reviews of organizational structure and headcount planning, and lead performance, talent, and compensation review processes for plant teams
- In partnership with QA and People Operations team, ensure sufficient training programs are in place for all new and existing employees
- In partnership with People Operations team, ensure regular monitoring of key people-related metrics such as turnover and retention, keep key stakeholders informed, and allow this data to inform decisions around relevant policies, programs and practices
- Collaborate with our People Operations team to continuously reevaluate and improve how we recruit, onboard, schedule, and retain with our driver teammates to meet the demands of our growing business, including cost and quality goals
- Recruit and build a great team; coach, develop, and monitor performance; ensure that reports have active growth plans, have access to strong coaching, and are given regular feedback to support their career progression
What you'll bring
- 10+ years in manufacturing operations, with 7+ years or more in food manufacturing(preferably fresh / perishables)
- 7+ years of people/team management experience, with demonstrated experience leading large teams(200+)
- Bachelor's Degree in an applicable discipline preferred(i.e. Business, Industrial Management, Engineering, Food Science, Management, Operations)
- Strong leadership skills with proven ability to motivate people, assess and develop employee skills, provide support, communication, direction, and feedback(positive and negative) to direct reports and employees at all levels of the organization
- A proven track record of building new systems and scaling for rapid growth, including making sure the right people are in the right seats, the right processes and trainings are in place, and the right equipment and tools have landed
- Excellent planning and organizational skills, with the ability to balance production and maintenance needs
- Previous experience/strong understanding of budgeting/expense management with a basic understanding of financial and accounting practices
- Previous experience/broad understanding of safety systems and enforcement of safety rules and policies
- Ability to set, work towards, and achieve aggressive COGS driver and KPI goals
- Proven track record of continuous improvement successes and efficiencies, familiar with lean manufacturing principles including 5-S, Kaizen, Six Sigma, and Root Cause Analysis
- Tech savviness; comfort with data analysis and proficiency in Excel / Google Sheets
- Strong knowledge of OSHA/HACCP/GMP/SSOP/FDA/3rd party GSF/Food Safetywith experience in the SQF or BRC certification journey
Who you are
- A high EQ, people-first leader and an executor: you successfully set strategy & influence peers while also being able to translate that vision into actionable plans with clear goals, timelines, and accountability
- An excellent verbal and written communicator displaying clarity, confidence, and empathy(bonus for working with digital mediums to communicate internally and cross-functionally)
- Proactive, self-starter, resilient, and goal-oriented; able to work effectively under pressure with high energy and proactive style, embodies a sense of urgency in all facets of the job
- Ability to analyze, priority plan, multi-function, and manage time effectively
- Ability to effectively work with, lead, and facilitate cross-functional teams
- Highly responsive to team needs willing to work outside of normal business hours and be on the floor motivating the team as needed(note this is not a 9a-5p job — we operate around the clock with high weekend volume)
- Flexible with the ability to adapt to changing organizational and operational needs and leading others through change or difficult periods
- Conversational in both English and Spanish(preferred but not required)
Life at Thistle
- Join a diverse, passionate & driven team of all backgrounds
- Delicious & nutritious meals, snacks & juice to help keep you feeling healthy and energized
- Casual work environment
- Fun team outings(BBQs, happy hours, etc.)
- Comprehensive health benefits(medical, dental, vision, 401K) to fit your needs
- Flexible vacation & sick policy
- Competitive salary & equity package
Diversity, equity, and inclusion are essential values at Thistle. We know we'll do our best and most impactful work when we feel we're represented and we belong. We're proud to actively recruit and hire talented people from a wide variety of backgrounds and experiences. We do not discriminate on the basis of race, religion, color, national origin, gender, sexual orientation, age, marital status, veteran status, or disability status. You can get some deeper insight into how we approach DEI, along with some statistics on the internal demographics of the company and leadership team, here: https://www.thistle.co/learn/thistle-thoughts/thistle-on-diversity-equity-and-inclusion. | https://jobs.girlboss.com/director-of-operations-c22c97cccb45 |
To be responsible for the management and development of key technology products, platforms, and services at SAGE. Oversee market research and end-to-end lifecycle of the product including scoping through to launch, maintenance, and enhancement. Develop strategies for growth of the product and inform prioritization, scheduling, and budgeting through research, reporting and analysis, ensuring alignment with SAGE's overall strategy and mission. Collaborate with executive sponsors and Technology leadership and play a key role in internal technical delivery teams to define and execute on a clear roadmap for the product. To be an ambassador for the product with a passion for technology and product management.
KEY ACCOUNTABILITIES
The key accountabilities for this role are to:
- Contribute to the strategic vision and growth of the area of work. Connecting current delivery needs with the long-term goals of the future state desired by SAGE users, customers, and vendors.
- Responsible for day-to-day and strategic view for associated applications, systems, platforms and services and their development and maintenance.
- Conduct market, user, and product research. Understand the user impact of changes, generate the product roadmap determining specifications, timetables, and introduce time-integrated, system dependent plans.
- Guide related systems development and workflow and development process so that they best suit the market's needs.
- Build and maintain key relationships with business stakeholders to ensure a clear understanding of the product needs and priorities acting as an escalation and conflict management point with stakeholders. Attend and participate in business unit strategy meetings.
- Develop and maintain key working relationships with internal stakeholders which include technical teams, Product Managers, and architects to maintain and develop strong system and product functionality.
- Lead on major initiatives relating to the area of work.
- Identify risks and propose solutions to issues with vendor management, resources, and major projects.
- Make compelling cases and solid business recommendations shaping product priorities and budget requests.
- Help evolve the best practice product management techniques and processes amongst the team and continually work to improve on efficiencies and competencies, ensuring feedback is collected from internal and external stakeholders.
- Responsible for communicating and educating relevant internal and external stakeholders for products and project. Leverage your technical knowledge to write, produce and present technical articles, videos, and presentations and be an active member of the user community.
- Anticipate SAGE's needs, challenge the business, and identify opportunities to innovate, getting the most out of our applications, services, and products.
- Where required, fulfil the responsibility of Product Owner, prioritize a product backlog, and execute initiatives that create and deploy new features, products, and functionality.
- Uphold security and privacy standard practices and ensure that security is embedded in each activity.
SKILLS, QUALIFICATIONS & EXPERIENCE
- Significant Product Management experience.
- Experience defining profit & loss statements, product / system budgets and recommending investment needs based on vision and growth strategy.
- Experience developing, leading, and owning product(s) roadmaps, developing products through cross-functional teams.
- Experience in agile/scrum software product development, working with a distributed team.
- Demonstrated continual professional education in product management, product ownership or equivalent delivery management certification.
- Excellent stakeholder management skills at all levels of the organisation, influencing by persuasion and influence rather than authority in pressurised situations without direct guidance.
- Excellent organisational, project management, planning, and time management skills.
- Great communicator, comfortable talking to people both 1-1 and in front of a group.
- Commercially focused, driven to help achieve company objectives.
- Experience in creating product specifications, including capturing requirements, writing user stories and wireframing technology.
- Proactive and able to Lead efforts to define new processes, incorporating feedback from stakeholders and external learning.
- Data analytics experience with the ability to interpret data to inform business decisions.
ADDITIONAL INFORMATION
This job description is not contractual. To perform this role successfully, you must be able to perform each of the key accountabilities satisfactorily. To meet changes in business operational, procedural or technical requirements SAGE may add, remove or amend/change the accountabilities for this role and you should be aware that this job description is not exhaustive and you may be asked to undertake reasonable tasks and activities outside those for which you are primarily employed.
SAGE UK is committed to Diversity and Inclusion and is an equal opportunities employer. We value individuality and therefore welcome all qualified applications from a diverse range of candidates. | https://jobs.careeraddict.com/post/51521543 |
A Comprehensive Guide to Strategic Human Resource Management
What Is Strategic Human Resource Management (SHRM)?
Strategic human resource management, often abbreviated to SHRM, is a relatively new field in the HR industry and branches from the parent discipline of Human Resource Management. SRHM provides a structure that bridges the gap between people management and the practices developed to meet long-term business goals and objectives. SHRM is seen to go beyond traditional HR strategies and has a wider reach throughout an organization.
SHRM primarily focuses on proactive planning of resources within the context of an organization's goals, but it can also encompass various other aspects of employee development and utilization.
As a result, the SHRM and its outcomes will also inform other HR strategies that all work towards the business objectives defined at the outset. There is no one-size-fits-all when it comes to SHRM, but there are some definitive key features that all strategies should include. This article aims to take a closer look at what SHRM entails, its importance, the benefits, and steps for an effective SHRM.
The formal definition of strategic HRM is not always easy to give due to the simple fact that the process itself is complex, broad, and constantly evolving. SHRM is generally a hot topic in HR circles and is subject to continual debate and discussion amongst academics, professionals, and commentators. Its relationships with other aspects of business strategies and planning have divided opinions.
The concept of SHRM was conceived in the early 1990s, where a few formal definitions by scholars were proposed. These were:
The undertaking of all those activities affecting the behavior of individuals in their efforts to formulate and implement the strategic needs of a business (Schuler)
The pattern of planned human resource deployments and activities intended to enable the organization to achieve its goals (Wright and McMahan)
Alternatively, Boxall and Purcell described SHRM as a discipline concerned with explaining the influences HRM can have on organizational performances. They also believe that there is a fundamental difference between strategy and strategic planning and stated the following definitions:
Strategic planning - the formal process that takes place, usually in larger organizations, defining how things will be done.
Strategy - exists in all organizations (even if it's not written down and articulated) and defines the organization's behavior and how it attempts to cope with its environment.
An effective strategic human resource management should aim to:
Develop flexibility, innovation, and competitive advantage
Develop a suitable organizational culture
Improve business performance
It is then easy to deduce that SHRM will include a number of individual HR strategies and processes. Hence, strategic HRM is an overall framework that shapes and delivers these individual strategies by systematically linking employee growth with company growth. SHRM centers around meeting the employees' needs, who in turn meet the company's needs by successfully accomplishing company goals and objectives.
Why Is Strategic human resource Management Important?
Machines need to be well-oiled and must receive regular maintenance for them to run smoothly. A company, in some respects, is just like a machine, and strategic HR is the oil and maintenance that allows the company to operate efficiently. The likelihood of success is maximized when all teams and departments are working harmoniously towards the same objectives. Analysis of employees will reveal insights that will help to determine the best course of action required to increase their value to the company and identify weaknesses in the workforce that need to be addressed by HR.
Benefits of Strategic HRM
There is an abundance of benefits that successful SHRM can bring; some of these are:
Identifying and analyzing external opportunities and threats that may impact a company's success
Providing a clear business strategy and vision for the company's future
Supplying competitive intelligence that’s useful for the strategic planning process
Recruiting, retaining and motivating employees
Developing and retaining highly competent employees
Ensuring issues with employee development are addressed systematically
Supplying information pertaining to internal strengths and weaknesses of the company
Meeting expectations of customers effectively
Ensuring high productivity
Ensuring business surplus through competency
Steps to Strategic Human Resource Management
As a rule, strategic human resource management should be uniquely tailored in accordance with the context, culture, and objectives of a company, all the while considering any limitations and individual factors that may come into play. However, there is a need to create a strategic planning process before an SHRM can be functional. Steps for this should include:
1. Developing a thorough understanding of your company's objectives
To determine the success of a strategic HRM, company goals and objectives must first be clearly and thoroughly defined and understood. This will then give an indication of how well the proposed strategies align with these objectives. Being able to unambiguously articulate both short and long-term plans to relevant personnel will also ensure a more effective formulation of resource management strategy.
2. Evaluating your HR capability
By evaluating your HR capabilities at present, you will be able to ascertain how best to utilize your workforce in accordance with fulfilling the company goals and objectives. You may undertake a skills inventory for every employee to gauge a better understanding of their knowledge and competencies that can assist you in making more informed deployment decisions.
In addition, it can also help to identify any desires employees may have to be trained in a particular area of expertise or interests in other aspects of the company. A good time to do this would be during a performance review period.
3. Analyzing your current HR capacity in light of your goals
HR personnel should analyze the current HR capacity to identify barriers and formulate a plan of action to capitalize on opportunities for improvement and place preventative or defensive measures against potential or recognized problem areas.
HR personnel should work in tandem with senior leadership and develop ways to better equip employees in service of company needs.
4. Estimating your company's future HR requirements
By combining the analysis and inventory of employees and their skills, you can make forecasts about your HR needs. These should include:
Demand – What is the estimated number of skilled employees you need in order to achieve your company’s future objectives?
Supply – How can the number of employees and skills currently available be utilized to achieve objectives
New roles – Do more jobs need to be created and filled to secure the future of the company?
Upskilling – What training needs to be provided for current employees to undertake new responsibilities?
Growth – Are current HR personnel and practices enough to accommodate the growth of the company?
5. Determining the tools required for employees to complete the job
It is important to routinely audit tools such as hardware and software used by employees and identify any issues with them that could be impacting their ability to perform their roles. HR personnel should liaise with appropriate departments in a joint effort to determine if any additional tools, upgrades, or changes are needed to facilitate a more organized and efficient workforce.
6. Implementing the Human Resource management strategy
The insights gained from the analysis and forecasting of your company's HR requirements will be used in the process of workforce expansion and skills development with the goal to prime the company for future growth. Implementation of your strategic HRM can be achieved as follows:
Recruitment stage – HR personnel begin the search for candidates to fill skills gaps identified during the HR strategic planning process.
Selection process – Selection criteria are carefully crafted by HR personnel to assess candidate suitability for the role. This will include effective interview rounds and relevant tests.
Hiring process – Candidates will be offered jobs after all appropriate checks have been completed.
Onboarding and training – Design and carry out a comprehensive onboarding and training package to prepare new employees for future success within the role. This is a crucial step as research has shown the quality of the onboarding and training new employees receive can directly impact employee retention.
7. Evaluating and executing corrective action
A timeline to execute a strategic HRM review should be decided amongst HR personnel. This review will monitor the progress made towards key objectives and identify areas for improvement. The review should focus on examining measurable effects from the changes that have been implemented and how they contribute towards achieving company goals. If it is found that the strategic HRM is failing to meet objectives, then corrective action must take place.
SHRM is a complex procedure and involves many moving parts. Fortunately, many processes and strategies involved in strategic human resource management can be automated using Lanteria HR management software solutions. Digitize all components of your strategic HRM for an easy way to keep track of valuable metrics. Our customizable HR platform can help you monitor progress and ensure you stay on course for achieving company objectives.
Plan for future success with Lanteria! For more information on how Lanteria can assist you in the effective implementation of SHRM, contact us today and arrange a free trial! | https://www.lanteria.com/news/comprehensive-guide-strategic-human-resource-management |
Individuals interested in a psychology career can specialize in many different fields. Amongst these fields are clinical psychology, sports psychology, forensic psychology, developmental psychology, counseling, experimental psychology, and industrial-organizational (I-O) psychology.
Clinical psychology, the largest field of psychology, is what the general population likely envisions when thinking about a psychologist. These practitioners are concerned with assessing, diagnosing, and treating patients with mental illnesses. These individuals are trained in many different techniques to treat patients, and this treatment can be dictated by the patient’s disorder, age, or both.
Sport psychologists study the psychological factors that influence athletes’ actions and performance. Sports psychologists work with individuals and teams to help maximize performance. This is accomplished by managing the possible detrimental effects of injury or changes in performance. These psychologists can help individuals set goals, visualize those goals, and gain control and confidence in their sport.
Forensic psychologists work within the criminal justice system, helping law and legal professionals understand the psychological factors in particular cases. It is not uncommon for a forensic psychologist to act as an expert witness in family court, civil court, or criminal court. Those who work in family court settings can be responsible for completing evaluations for child custody, investigating claims of child abuse, or even providing therapy. In civil court settings, forensic psychologists may provide therapy to victims of crime. Finally, those working in criminal court settings can perform evaluations to determine the mental competency of witnesses and work with minors who are serving as witnesses.
Developmental psychologists typically focus on behaviors during major periods of change in life, such as infancy, childhood, adolescence, and old age.
Psychologists in the counseling field provide services that are aimed at improving one’s quality of life. This counseling can take place in schools, hospitals, or in group settings.
Source: www.psychologycareerzone.com
You might also like: | http://www.becomeapsychologist.co.uk/CriminalPsychology/psychology-jobs-in-hospital |
In elite sport, one lapse in concentration or one “off-day” may be the difference between success and failure. What is the difference between winning and losing on the world stage? Most often the reply is `mental toughness’, `determination and perseverance’ etc.Sports psychologists can work with both coaches and athletes to develop their ability to excel in high performance environments. Sports psychologists help develop the psychological, technical and tactical competencies required to be competitive. This includes skills not only for the day of competition but for the day-to-day demands of a high performance lifestyle: To help normal individuals cope with abnormal environments.
Dr. Lynn Slogrove is ECAS’ contracted sport psychologist and brings a wealth of experience in assisting professional athletes including the 2004 South African Paralympics team. The sport psychology program focuses not only on improving performance during competitive settings but also draws attention to other significant factors, such as family and social life, which influence athletic performance. | http://ecas.co.za/sport-psychology-2/ |
As sports fans, we are all too familiar with ACL injuries. So many players from our favorite college and professional sports have suffered these injuries that we can often predict the diagnosis when television cameras show a gruesome knee injury. And we know what to expect for the player and the team. We read about our heroes having surgery and missing the rest of the season but ultimately returning the following year.
So when our sons and daughters suffer these same injuries, we can expect that they will return to sports uneventfully, right? As College GameDay’s Lee Corso likes to say, “Not so fast.”
A study presented earlier this month at the American Orthopaedic Society for Sports Medicine’s Specialty Day in San Francisco, California raises concerns about successful return to sports after ACL tears. The authors examined data from the Multicenter Orthopaedic Outcomes Network, where they collected data from high school and college football players over a two-year period. While sports medicine surgeons have largely believed that success in terms of return to sports is very high after ACL reconstruction, in this study only 62% of the high-school football players and 70% of the collegiate athletes returned to play. Tweet this statistic.
According to the authors, psychological factors played a significant role in players’ failure to return to sports. They questioned the players’ perception of their own skill and performance after returning from ACL surgery. At the high-school level, 45% said they returned to play at the same skill and performance level, while 26% returned at a lower level. College players fared worse, with 36% saying they returned at the same level and 32% at a lower level. Of the performance-related causes noted for not returning to play at all, fear was a major or contributing factor in over half of high school players and just under half of college players.
Senior author Kurt P. Spindler, MD pointed out one of the key messages from this data. “While return to play may be perceived as the central concern for a competitive athlete recovering from an injury, it is easy to ignore psychological factors keeping a player off the field. Fear of re-injury and concern over decreased performance may hinder even the most physically capable athlete.”
While parents reading this column might be inclined to dismiss these findings if their sons or daughters play a sport other than football, I would caution against doing so. I hear athletes of all sports, genders, and ages express anxiety about playing on their surgically reconstructed knees. They are scared about the first time they will be hit, land on it, or turn suddenly. Maybe they retain vivid memories of their knees buckling initially, or maybe they just lack confidence, but these fears are real.
Unfortunately, there might not be an easy solution to these psychological issues. Surgeons can create new ligaments that are more than strong enough to protect the knee. Physical therapists and athletic trainers can aggressively rehabilitate the athlete and restore full strength, motion, and functional ability. But it might be reasonable to include sports psychologists and counselors in the sports medicine teams working with athletes after major injuries and surgeries. Parents and coaches could also maintain an open dialogue with the athletes to recognize signs that they are afraid to play.
For decades, sports medicine research has focused on improving surgical techniques, rehab protocols, and even injury prevention programs, and rightly so. But we need to start addressing psychological aspects of sports injuries. The latest arthroscopic technology or most glamorous sports performance program will be irrelevant if the fear of re-injury compromises an athlete’s return to play.
Note: The following post appears in my sports medicine column in the March 1, 2012 issue of The Post and Courier. | http://www.drdavidgeier.com/surgery-rehab-psychological-factors-acl-injury/ |
The athlete and coach their relationship its meaning
Two key in elements the context of sport, including coaches and athletes. Effective role in shaping the quality of relationship processes, as defined by the 3Cs of Close relationship between coach and athlete by creating a friendly and safe. In this article, the authors discuss the methodological framework and research process of a qualitative-interpretive investigation that was conducted to gain a. The three key constructs used to examine coach-athlete relationship are closeness, There seems to be a wealth of research emphasising coaches positive.
Therefore, it is important that we have an understanding of effective relationships and ways to resolve conflicts. An important concept of dealing with conflict is maintaining the relationship.Coach-Player Relationship
Dindia and Canary described relationship maintenance as strategies used to keep a relationship in a specified state or condition. Ways to maintain relationships may include discussing an area of disagreement and coming to a joint decision of how it can be resolved i. Although no sport psychology research has directly considered relationship maintenance within the coach-athlete relationship, some research appeared to address issues related to maintenance strategies.
In the interviews, these coaches emphasized the importance of communication i. Thus, the use of maintenance strategies in sport has been indirectly associated with positive outcomes. ReferencesShow all Coatsworth, J. Enhancing the self-esteem of youth swimmers through coaching training: Gender and age effects.
Psychology of Sport and Exercise, 22 7, Definitions and theoretical perspectives on maintaining relationships. Journal of Social and Personal Relationships, 10, Coaching life skills through football: A study of award-winning high-school coaches.
Journal of Applied Sport 10 Psychology, 19, Structures of coach - athlete relationship obtain of three elements including commitment, closeness and being complementary [ 46 - 8 ]. Most athletes, coaches and even sports remember the tournaments in which, despite the technical and physical preparation, poor mental preparation has been prevented of athlete or team success.
Many sports psychologists believe that coaches and athletes in recent years have concluded that In order to achieve their goals they need more mental skills than physical skills [ 9 ].
Based on the theory and social context of Bandura [ 10 ], self efficacy in coaching, defines the extent and potential effectiveness of each coach in the learning and performance of their athletes [ 11 ] and includes four factors: Albert Bandura showed that self efficacy is a special case of self-confidence which means the power of individual believes that they can do the tasks they have been given, successfully. It should be noted that Individual performance in competitions can not be guessed and casual but there is a direct relationship between his performance and his self efficacy that its measurement is very effective in assessing his performance.
Even by that his performance can be predicted before the competition. All of closeness and intimacy, commitment and complementary are important in establishing and maintaining successful and effective interactions [ 12 ]. Efficacy beliefs Provides prominent personal factors that have important applications in quality of athlete -coach Relationship. Efficacy beliefs may play important role in shaping the quality of relationship processes, as defined by the 3Cs of closeness, commitment, and complementary [ 13 ].
Close relationship between coach and athlete by creating a friendly and safe environment can avert their minds of worries and mental discomfort that may be created by the coach and focus on the exercise and lead to strong and successful performance of Individual or team. It should be noted that the performance of athletes in a competition dose not refer to himself, infact athlete converse demands and wishes of a group to success or failure.
So the strengths and weaknesses of group is effective in the way an athlete perform his tasks. Of these factors which are associated with an athlete or sports team such as team manager, coach and technical staff by their actions and behaviors can provide positive or negative result for the athlete or team.
Of course the role of environmental factors also should be ignored. It is the art of the coach that by his insight thoughts and positive interaction with athletes receives benefit from these factors in favor of his athletes and reaches to the proper performance and finally be wining. In this context we will investigate the effect of self efficacy on the coach — athlete relationship that can be considered as a predictive factor can be considered as a factor in sporting successes.
Materials and Methods Statistical population of this survey are male coaches and athletes of sports leagues in team fields football - basketball and individual wrestling - Taekwondo including coach of selected teams and athletes students of related coaches. Due to the size of population and random selection table of Morgan 92 coach and athletes was chosen as sample from purpose statistical population.
Coaches and athletes statistical sample of sports leagues Measurement Instruments 1. This item measure taps into perceptions of closeness, commitment, and complementary in the coach—athlete relationship e. To examine the reliability of the questions, the Cronbach's alpha and To check the validity of the test questions and to test meaningful relationships between the questions and variables and estimating obtained measurement models confirmatory factor analysis was used and finally in order to investigate the effect among research variables structural equation model SEM and specifically path analysis by Lisrel software was used.
The output of software also shows the suitability of fitted structural model to test the hypotheses. Model in the estimated coefficients standard Figure 2: Model in the Meaningful coefficients Table 2.
Measurement model of self efficacy variable on coach — athlete relationship Discussion Scale of coaching effectiveness, measures the coach believes in his capabilities to impress his athletes learning and their performance [ 15 ]. Obviously the thoughts, motives, feelings, and behavior of humans vary in situations where he feels confident in his ability and situations in which he feels insecurity or lack of competence.
Perceived self-efficacy of human affect one's thought patterns, motivation, performance and emotional arousal [ 16 ].
Perception of self-efficacy is like a cognitive mediator of human action. This perception Affect human thought and action.
Importance of the coach-athlete relationship
This theory stays that external determines and individual determinants of behavior, such as attitudes, norms and beliefs affect people's behavior. Significant others can influence positive reinforcing or negative effects inhibiting on behavior and actions of individuals.
Coaches that are the most influential person on the athlete and also other technical staff can provide positive or negative result for the athlete or team by their actions and behaviors. Thus, mental fitness or high self — efficacy of coaches has a great impact on the success of athletes. Jowett and Frost [ 17 ] also state that coach - athlete relationship quality can be affected by many factors. Although several aspects influence on coach - athlete relationship but the psychological aspect is very important.
Changes of result in competitions when the coach in the half-time or the rest of the players speak can attest to the important role of the coach. When each sports club or organization can achieve its goals set for that have qualified and competent coaches. Trainers who could understand the condition and situation and understanding of mental and physical abilities of athletes and their subordinates and choice the best and most appropriate way to achieve the goals.
Vargas-Tonsing [ 18 ] states that the coaches have the potential to affect on self efficacy and emotions of athletes before the competition and through talking before the game. Olympiou, Jowett and Duda [ 19 ], in their research demonstrated that the features which included in the motivational climate created by the coach namely those that the importance of cooperation and progress was emphasized were along with experience of a higher level of intimacy, commitment and complementary with coach.
Features which in the climate created by coach emphasized on punitive response to mistakes, competition and unequal recognition were along with lower level of intimacy, commitment and complementary with coach. Coach self efficacy is effective on deepen relation between coach and athlete and formed positive relationships will be followed with good performance and success of athletes.
So it is better to achieve success, the coaches be aware of needs, motives and mental and physical characteristics of themselves and the players. Therefore, it is desirable that coaches and athletes have proper understanding of their psychological conditions and with mutual understanding of the relationships take a firm step towards success and pride. It seems that harmonious passion of coach matching with his obsessive passion leads to better relationship between coach and athlete. | https://express-leader.info/and/the-athlete-and-coach-their-relationship-its-meaning.php |
Clinical Psychologists assess and treat mental, emotional, and behavioral disorders. These range from short-term crises, such as difficulties resulting from adolescent rebellion, to more severe, chronic conditions such as schizophrenia. Some clinical psychologists treat specific problems exclusively, such as phobias or clinical depression. Others focus on specific populations: youngsters, ethnic minority groups, gays and lesbians, and the elderly, for example.
Counseling Psychologists help people to accommodate to change or not make changes in their lifestyle. For example, they provide vocational and career assessment and guidance or help someone come to terms with the death of a loved one. They help students adjust to college, and people to stop smoking or overeating. They also consult with physicians on physical problems that have underlying psychological causes.
Developmental Psychologists study the psychological development of the human being that takes place throughout life. Until recently, the primary focus was on childhood and adolescence, the most formative years. But as life expectancy in this country approaches 80 years, developmental psychologists are becoming increasingly interested in aging, especially in researching and developing ways to help elderly people stay as independent as possible.
Educational Psychologists concentrate on how effective teaching and learning take place. They consider a variety of factors, such as human abilities, student motivation, and the effect on the classroom on the diversity of race, ethnicity, and culture.
Engineering Psychologists conduct research on how people work best with machines. For example, how can computers be designed to prevent fatigue and eye strain? What arrangement of an assembly line makes production most efficient? What is a reasonable workload? Most engineering psychologists work in industry, but some are employed by the government, particularly the Department of Defense. They are often known as human-factors specialists.
Forensic Psychologists apply psychological principles to legal issues. Their expertise is often essential in court. They can, for example, help a judge decide which parent should have custody of a child or evaluate a defendant's mental competence to stand trial. Some forensic psychologists are trained in both psychology and the law.
Health Psychologists are interested in how biological, psychological, and social factors affect health and illness. They identify the kinds of medical treatment people seek and receive; how patients handle illness; why some people don't follow medical advice; and the most effective ways to control pain or to change poor health habits. They also develop health-care strategies that foster emotional and physical well-being.
Industrial/Organizational Psychologists apply psychological principles and research methods to the work place in the interest of improving productivity and the quality of work life. Many serve as human resources specialists, helping organizations with staffing, training, and employee development and management in such areas as strategic planning, quality management, and coping with organizational change.
Neuropsychologists explore the relationships between brain systems and behavior. For example, neuropsychologists may study the way the brain creates and stores memories, or how various diseases and injuries of the brain affect emotion, perception, and behavior. Neuropsychologists frequently help design tasks to study normal brain functions with new imaging techniques, such as position emission tomography(PET), single photon emission computed tomography (SPECT), and functional magnetic resonance imaging (FMRI).
Quantitative and Measurement Psychologists focus on methods and techniques for acquiring and analyzing psychological data. Some develop new methods for perfoming analysis; others create research strategies to assess the effect of social and educational programs and psychological treatment. They develop and evaluate mathematical models for psychological tests. They also propose methods for evaluating the quality and fairness of the tests.
Rehabilitation Psychologists work with stroke and accident victims, people with mental retardation, and those with developmental disabilities caused by such conditions as cerebral palsy, epilepsy, and autism. They help clients adapt to their situation, frequently working with other health care professionals. They deal with issues of personal adjustment, interpersonal relations, the work world, and pain management. Rehabilitation psychologists have also become more involved in public health programs to prevent disabilities, especially those caused by violence and substance abuse. They testify in court as expert witnesses about the causes and effects of a disability and a person's rehabilitation needs.
School Psychologists work directly with public and private schools. They assess and counsel students, consult with parents and school staff, and conduct behavioral intervention when appropriate. Some school districts employ psychologists full time.
Social Psychologists study how a person's mental life and behavior is shaped by interactions with other people. They are interested in all aspects of interpersonal relationships, including both individual group influences, and group influences, and seek ways to improve such interactions. For example, their research helps us understand how people form attitudes toward others, and when these are harmful, as in the case of prejudice, suggests ways to change them.
Sports Psychologists help athletes refine their focus on competition goals, become more motivated, and learn to deal with the anxiety and fear of failure that often accompany competition. The field is growing as sports of all kinds become more and more competitive and attract younger children than ever. | https://www.sckans.edu/undergraduate/psychology/psychology-careers/ |
Lusófona University hosts and welcomes the Online European Conference Psychology of Elite Sports Performance. The aim of the Conference is to present the practical aspects of performance psychology applied to high performance sports, based on the experience of expert sport psychologists from 13 European countries, who are members of the Forum of Applied Sport Psychologists in Top Sports (FAST), and have a vast curriculum in working with high performance athletes.
Program Update
- Dr. Daniel Gould’s conference, which was scheduled for the 22nd, at 9.00 am will be changed to the same day at 12.30 pm in exchange with Dr. Tanja Kajtna’s workshop.
- The lecture Psychological interventions in team sports by Dr. Hardy Menkehorst was canceled due to health issues.
- Dr. Paul Wylleman and colleagues publication A perspective on education and professional development in applied sport psychology
Welcome message
In the wake of the 2003 FEPSAC European Congress of Sport Psychology, the “Forum of Applied Sport Psychologists in Topsport” (FAST) was initiated with the support of the Managing Council of FEPSAC (European Federation of Sport Psychology) with the aim of bringing together experts who work with Olympic athletes, players and teams.
Since then, FAST has been hosted by National Olympic Committees, Sport Psychology Societies and other National Organizations of 11 European Countries and China, has thus provided a platform for sport psychologists from 13 European countries to exchange ideas and experiences on professional issues when working with elite and Olympic athletes and teams. These topics included, amongst others, ethical issues facing applied sport psychology consultants in the field, the experiences of the sport psychologist at the Summer and Winter Olympic Games, the promotion and provision of sport psychology support services, the use of psychological and psychomotor assessment with young athletes and players, providing support to co-competitors in one and the same sport discipline, and working as a sport psychology consultant in individual and team sports.
In their annual meetings, FAST group members provide a National symposium on applied sport psychology for the hosting organization/country where their experience is shared with professionals – coaches, psychologists, athletes, etc. – as well as students.
This year’s meeting that is organized by the Lusofona University of Lisbon, Portugal, was forced to adopt the online model due to covid international situation. Therefore, in the 2020 Online European Conference on Psychology of Elite Sports Performance 16 International experts in psychology of top sports will present lectures/workshops on three main sub-topics:
1. Psychology and Olympic/Paralympic Games;
2. Psychological health and well–being of top athletes;
3. Psychological education and training in top sports.
We welcome all those who are devoted to sports training, namely at elite level, and are interested in the psychological issues of elite sports performance. | http://psyper.ulusofona.pt/ |
What Psychological Factors Have Been Found to Impact Olympic-Level Performance?
Stacia Ming
Barry University
What Psychological Factors Have Been Found to Impact Olympic-Level Performance?
Participating in the Olympic Games is most often considered the peak of an athletic career and also an achievement for every professional athlete. Participating in one Olympic Games is four – year cycle of hard work that makes a unique event for athletes. However, setting aside the magnitude of the event, competing in the Olympics has an extraordinary impact on athletes before, during, and after the event. Thus, to achieve success at the Olympics, it is that there are a number of external and internal factors that may influence on athlete´s performance (Fletcher & Sarkar, 2012). In view of those factors, sport psychology researchers have stated some specific psychological influences that have impact on competitive performance, regarding Olympic success, those factors are, personality, relationship between athletes and coaches, and social media.
First, personality has been stated as “the relatively enduring patterns of thoughts, feelings, and behaviors that reflect the tendency to respond in certain ways under certain circumstances” (Roberts, 2009, p.140). Fletcher and Sarkar (2012) describe that numerous positive personality characteristics Olympians possess, such as being open to new experiences, extrovert, optimistic, good stress management skills, resilience, innovative, on focused, and self- confident, all of them affects perception of the situation that athletes have to face. The results come from the data collection of some interview from 12 Olympic champions which consisted of a questionnaire related to the impact of psychological resilience and optimal sport performance. Comparably, Woodman and Hardy (2003) stated that the majority of Olympic medalists possessed extremely high levels of self- confidence, especially at the pinnacle of their careers.
Jones et al. (2002) during their research identified twelve mental toughness attributes by conducting interviews with 10 athletes from a variety of sports that represented England in the Commonwealth or Olympic Games. Results revealed that some examples of those mental toughness attributes are, having an unshakable belief in oneself that affords the capacity needed to beat opponents, the ability to achieve goals, to be highly motivated, to respond under pressure, not to be negatively affected by the performance of others, to be able to focus on the competitive demands, and to accept pain during training and competition (Gould & Maynard, 2009).
Secondly, Birrer, Wetzel, Schmid and Morgan (2012) identified the importance of the relationship between athletes and their coaches. The coach must believe in the athletes’ ability to achieve his or her objectives for the athlete coach relationship to be successful. Thus, Phillipe and Seiler (2006) interviewed f... | https://ostatic.com/essays/what-psychological-factors-have-been-found-to-impact-olympic-level-performance-barry-university-research-paper |
This book presents recent research addressing the effects of different types of compression clothing on sport performance and recovery after exercise. It is also the first book that summarizes the effects of compression clothing on all main motor abilities in the context of various sports, offering a wealth of practical guidelines on how to optimize performance and recovery with the help of compression clothing.
The book examines the effects of this clothing on physiological, psychological and biomechanical parameters including endurance, speed, strength, power, and motor control. It explains the basic principles involved in the reasonable application of compression garments in connection with different kinds of exercise, and describes the essential mechanisms of how compression garments work in a reader-friendly format that addresses the needs of researchers, athletes and coaches alike. | https://www.springer.com/us/book/9783319394794 |
Sports psychology can be offered as a concentration within a counseling or clinical psychology program. A student in an applied branch of psychology will have coursework in biological, cognitive-affective, and social bases of behavior. The program will also provide a foundation in understanding and treating psychological disturbances, utilizing psychology methodologies, and adhering to professional standards. In addition, a sport psychology program typically includes coursework in the physiological or biomechanical bases of sport.
Normally, this is for three months or less. The focus of the work is to identify and prioritize developmental needs. This work is usually done in conjunction with the executive and the executive’s supervisor or HR. Interviews are conducted and a developmental plan is created with the client. This coaching jump-starts the plan with a quick transition to client independence with the supervisor and HR support for continued progress. This coaching is described more as a three-way partnership between the executive, the coach, and the organization, in which all involved agree on specific goals and parameters. Issues discussed in a coaching session however, outside of the set parameters, are considered “personal and confidential”.
Sports psychology is a relatively young discipline within psychology. In 1920, Carl Diem founded the world’s first sports psychology laboratory at the Deutsche Sporthochschule in Berlin, Germany. In 1925, two more sports psychology labs were established – one by A.Z. Puni at the Institute of Physical Culture in Leningrad and the other by Coleman Griffith at the University of Illinois.
Life skills refer to the mental, emotional, behavioral, and social skills and resources developed through sport participation. Research in this area focuses on how life skills are developed and transferred from sports to other areas in life (e.g., from tennis to school) and on program development and implementation. Burnout in sport is typically characterized as having three dimensions: emotional exhaustion, depersonalization, and a reduced sense of accomplishment. Athletes who experience burnout may have different contributing factors, but the more frequent reasons include perfectionism, boredom, injuries, excessive pressure, and overtraining. Burnout is studied in many different athletic populations (e.g., coaches), but it is a major problem in youth sports and contributes to withdrawal from sport. Parenting in youth sport is necessary and critical for young athletes. Research on parenting explores behaviors that contribute to or hinder children’s participation. For example, research suggests children want their parents to provide support and become involved, but not give technical advice unless they are well-versed in the sport. Excessive demands from parents may also contribute to burnout.
Republic of Ireland: There are few graduate and no undergraduate programmes in Ireland offering specialised degrees in sports psychology. However, psychology is one of the professions listed for statutory registration with the relevant registration board of the Health and Social Care Professionals Council. The title of the profession is protected by law and can only be used by registered practitioners.
A study of 286 smokers compared the effectiveness of hypnosis versus behavioral counseling when both interventions were combined with nicotine patches. At 6 months, 26% of the participants in the hypnosis group were abstinent compared with 18% of the behavioral group. At 12 months, the abstinence rate was 20% for the hypnosis group compared to 14% for the behavioral group. It was concluded that, for long-term quit rates, hypnosis compares favorably to standard behavioral counseling when used with nicotine patches.
Weight loss occurs when the body is expending more energy in work and metabolism than it is absorbing from food or other nutrients. It will then use stored reserves from fat or muscle, gradually leading to weight loss. For athletes seeking to improve performance or to meet required weight classification for participation in a sport, it is not uncommon to seek additional weight loss even if they are already at their ideal body weight. Others may be driven to lose weight to achieve an appearance they consider more attractive. However, being underweight is associated with health risks such as difficulty fighting off infection, osteoporosis, decreased muscle strength, trouble regulating body temperature and even increased risk of death.
Skill most commonly used to help individuals who experience arousal at a level that is not effective (i.e., too high or too low) for optimal performance. These techniques can be used for anxiety, stress, and anger management. Common treatments include: (a) breathing exercises (e.g., diaphragmatic breathing, rhythmic breathing), (b) progressive relaxation, (c) meditation, (d) imagery or visualization, and (d) cognitive techniques (e.g., thought stopping and cognitive restructuring).
"I provide counseling services to children, teens, adults, couples, and families. Expectations: A warm, direct, nurturing, and supportive experience, as we identify and address immediate and underlying sources of distress impeding your ability to live a happier and more fulfilling life. I individualize an eclectic mix of mindfulness, cognitive behavioral, and solution-focused therapy techniques with each client. As our academic and career experiences are a significant part of our lives, I also provide assessment, academic, career counseling services- including: attention (diagnostic) assessments, memory improvement therapy, study skills training, attention training, executive coaching, and organizational and time management skills training."
The practice as it's followed today generally traces its origins back to the 1840s, when Scottish surgeon James Braid built upon the idea of what he called “nervous sleep,” or, more specifically, “the induction of a habit of abstraction or mental concentration, in which, as in reverie or spontaneous abstraction, the powers of the mind are so much engrossed with a single idea or train of thought, as, for the nonce, to render the individual unconscious of, or indifferently conscious to, all other ideas, impressions, or trains of thought.”
For many years I have tried various methods of giving up smoking – none worked – then I tried your self hypnosis CD for 7 days. I found it very relaxing and coupled with the use of nicotine replacement products (patches and nasal spray) I succeeded for a continuous 7 months without any discomfort. Unfortunately, I have found that hypnosis needs to be topped up at regular intervals to last and this I did not do. I needed and still need to ‘quit the weed’ for health reasons and intend to recommence the self hypnosis course again in the very near future. Where I had failed before was a lack of resolve or in other words will power. By using the self hypnosis CD I found I was easily able to allow my subconscious to dictate whether I smoked or not, rather than use will power which I have in little resource. All in all I would thoroughly recommend the use of this self hypnosis treatment to give up smoking, provided you’re prepared to top up the hypnosis periodically.
The British Psychological Society commissioned a working group to survey the evidence and write a formal report on hypnotherapy in 2001. They found, “Enough studies have now accumulated to suggest that the inclusion of hypnotic procedures may be beneficial in the management and treatment of a wide range of conditions and problems encountered in the practice of medicine, psychiatry and psychotherapy.”
Depending on practical application of skills and various licensing organizations, sports psychology may be considered a specialty under either applied or clinical psychology. Applied sports psychologists typically advise teams, coaches, trainers and managers in methods of stress-management, relaxation and visualization designed to optimize performance in the game. Clinical application of these skills tends to involve counseling athletes in personal crisis; addressing performance issues, anxiety or mental or physical injury rehabilitation; and more.
In 1938, Griffith returned to the sporting world to serve as a sport psychologist consultant for the Chicago Cubs. Hired by Philip Wrigley for $1,500, Griffith examined a range of factors such as: ability, personality, leadership, skill learning, and social psychological factors related to performance. Griffith made rigorous analyses of players while also making suggestions for improving practice effectiveness. Griffith also made several recommendations to Mr. Wrigley, including a "psychology clinic" for managers, coaches, and senior players. Wrigley offered a full-time position as a sport psychologist to Griffith but he declined the offer to focus on his son's high school education.
Jump up ^ The accreditation criteria and the structure of the accreditation system were based on those described in Yeates, Lindsay B., A Set of Competency and Proficiency Standards for Australian Professional Clinical Hypnotherapists: A Descriptive Guide to the Australian Hypnotherapists' Association Accreditation System, Australian Hypnotherapists' Association, (Sydney), 1996. ISBN 0-646-27250-0 Archived 2009-09-12 at the Wayback Machine.
The landscape of leading organizations is changing, and more companies are turning to coaches to increase their effectiveness and sustainability. To meet that demand, our Certificate in Executive Coaching takes an innovative approach to developing the skills students need to improve the performance and satisfaction of individuals and teams to achieve organizational goals.
Many patients will be in pain and have a loss of appetite after surgery. Part of the body's response to surgery is to direct energy to wound healing, which increases the body's overall energy requirements. Surgery affects nutritional status indirectly, particularly during the recovery period, as it can interfere with wound healing and other aspects of recovery. Surgery directly affects nutritional status if a procedure permanently alters the digestive system. Enteral nutrition (tube feeding) is often needed. However a policy of 'nil by mouth' for all gastrointestinal surgery has not been shown to benefit, with some suggestion it might hinder recovery.
Hypnosis for weight loss or to quit addictive behaviors like smoking or drinking, is how most people think of hypnosis. While people do often seek hypnosis therapy for these reasons, there are other reasons too. People may see a hypnotherapist before and during childbirth or to increase self-esteem. It can also be used to deal with chronic pain, insomnia, anxiety, or treat irritable bowel syndrome.
Continuing weight loss may deteriorate into wasting, a vaguely defined condition called cachexia. Cachexia differs from starvation in part because it involves a systemic inflammatory response. It is associated with poorer outcomes. In the advanced stages of progressive disease, metabolism can change so that they lose weight even when they are getting what is normally regarded as adequate nutrition and the body cannot compensate. This leads to a condition called anorexia cachexia syndrome (ACS) and additional nutrition or supplementation is unlikely to help. Symptoms of weight loss from ACS include severe weight loss from muscle rather than body fat, loss of appetite and feeling full after eating small amounts, nausea, anemia, weakness and fatigue.
Depending on practical application of skills and various licensing organizations, sports psychology may be considered a specialty under either applied or clinical psychology. Applied sports psychologists typically advise teams, coaches, trainers and managers in methods of stress-management, relaxation and visualization designed to optimize performance in the game. Clinical application of these skills tends to involve counseling athletes in personal crisis; addressing performance issues, anxiety or mental or physical injury rehabilitation; and more.
Team cohesion can be defined as a group's tendency to stick together while pursuing its objectives. Team cohesion has two components: social cohesion (how well teammates like one another) and task cohesion (how well teammates work together to achieve their goal). Collective efficacy is a team's shared belief that they can or cannot accomplish a given task. In other words, this is the team's belief about the level of competency they have to perform a task. It is important to note that collective efficacy is an overall shared belief amongst team members and not merely the sum of individual self-efficacy beliefs. Leadership can be thought of as a behavioral process that influences team members towards achieving a common goal. Leadership in sports is pertinent because there are always leaders on a team (i.e., team captains, coaches, trainers). Research on leadership studies characteristics of effective leaders and leadership development.
Although both the organization and the executive must be committed to coaching for it to be successful, the idea to engage a coach can originate from either HR and leadership development professionals or from executives themselves. In the past, it has more often sprung from the organizational side. But given the growing track record of coaching as a tool for fast movers, "We see more executives choosing coaching as a proactive component of their professional life," says Cheryl Leitschuh, a leadership development consultant with RSM McGladrey (Bloomington, Minnesota).
This is the ability to plan and maintain one's regular schedule in a way that avoids confusion, conflict and undue stress. Common time management techniques include: (a) teaching how to use a planner, (b) learning about the demands of a task, (c) setting legitimate goals for tasks, (d) understanding the demands of one’s life (managing role conflict), and (e) developing pre–performance routines.
Many patients will be in pain and have a loss of appetite after surgery. Part of the body's response to surgery is to direct energy to wound healing, which increases the body's overall energy requirements. Surgery affects nutritional status indirectly, particularly during the recovery period, as it can interfere with wound healing and other aspects of recovery. Surgery directly affects nutritional status if a procedure permanently alters the digestive system. Enteral nutrition (tube feeding) is often needed. However a policy of 'nil by mouth' for all gastrointestinal surgery has not been shown to benefit, with some suggestion it might hinder recovery.
Intentional weight loss is the loss of total body mass as a result of efforts to improve fitness and health, or to change appearance through slimming. Weight loss in individuals who are overweight or obese can reduce health risks, increase fitness, and may delay the onset of diabetes. It could reduce pain and increase movement in people with osteoarthritis of the knee. Weight loss can lead to a reduction in hypertension (high blood pressure), however whether this reduces hypertension-related harm is unclear.[not in citation given]
While it likely took more than a week to gain unwanted fat, most people wish they could lose it quicker than it came on. “When it comes to losing weight, simply cutting back on your portion sizes could be the most underrated way to drop pounds. However, if you’re already eating less (and exercising more) and are still stuck, there are little tricks of the trade that can help jumpstart your efforts,” Ansel says.
Mansfield could neither comprehend nor cope with the attention she received once promoted to the role of boss. While most managers would view the schmoozing and lobbying for attention that her reports engaged in as office politics, Mansfield saw these attempts at currying favor as trial balloons that might lead to dating. She was not being sexually harassed; Mansfield was merely experiencing interpersonal advances that threatened the protective fortress she had erected against feelings of intimacy. The better Mansfield managed the men in her division—and the more her constructive feedback improved their work—the more intimate they appeared to become as a natural outcome of their appreciation.
The hardest part is getting started, but once you get through that, you’re already halfway there. You truly can change your mindset. Once you start eating healthy, you’ll see that you’ll start craving healthier foods. Once you start a physical activity you love, you’ll find yourself getting excited to do it again. Always remember, you’re a lot stronger than you think. You’ll truly amaze yourself at what you can do!
During the next year, Nelson suggested a number of personnel changes. Since those came with the CEO’s backing, the HR director accepted them, no questions asked. Because she was afraid to buck the CEO’s handpicked adviser, the personnel director also said nothing about the problems that ensued. These stemmed from Nelson’s exclusive reliance on his profiling system. For example, in recommending the promotion of one East Coast store manager to regional director of West Coast sales, Nelson ignored the man’s unfamiliarity with the region and the people he was appointed to manage. Not surprisingly, that move—and many of Nelson’s other ill-conceived selections—bombed. To compound the problem, word of Nelson’s status and his often horrific recommendations circulated through the company like wildfire, leading many people to both fear and resent his undue influence over Garvin. The negative emotions Nelson generated were so intense that underperforming, newly promoted managers became the targets of an undeclared, but uniformly embraced, pattern of passive-aggressive behavior by the rank and file. Such behaviors ranged from not attending meetings to botching orders to failing to stock goods in a timely manner.
This might be a pretty good time to pause and call bullshit, particularly since, during the demonstration in the library, that's exactly what I was thinking myself. Hall himself tried a little of both techniques, telling us that we were ready to stop smoking, that this was something we wanted, but also told us horror stories about smoking. Not of cancer, which can be easy to ignore until it's too late, but of his trips to tobacco farms, where he'd seen all manner of disgusting things—rats and tree frogs and pesticides and pigeon shit falling into a tobacco shredder and so on. You're smoking tree frogs and pesticide, he said. To be honest, that didn't sound much worse than what I always sort of assumed I was smoking.
Positive psychology is the scientific study of what's right with people, of what makes people thrive and flourish. In the coming years, executive coaches will be using the scientific principles of positive psychology to help their clients create more positive, more productive, and more profitable workplaces, and also apply these principles to their own lives. - Laura Belsten, CEO PARTNERSHIP
Sports psychologists are hired by athletic teams and schools. A sampling of employers posting on the Association for Applied Sport Psychology website in late 2013 reveals a wide variety of organizations: Western State Colorado University, Bridgewater State University, K-State Athletics, the New York Mets. Perusing postings gives a sense of what top facilities are looking for (http://www.appliedsportpsych.org/resource-center/employment-opportunities).
When we came out of the session, he asked us how we each had felt. Some reported feeling a sense of heaviness, others said they felt as if they were floating away. One woman couldn't remember a word he had said the entire time. An older man in a Red Sox jersey said he could hear him but couldn't make out the words. “Me relaxing to that degree made me realize how much my body is fighting to breathe cleanly,” the elderly man said. Another woman said she felt as if she wanted to cry. I shared her emotion. It felt as if something was being taken from me.
October 20, 2017 - At the annual conference of the Association of Applied Sport Psychology (AASP), Center faculty, current doctoral students, and alumni had a reunion dinner to reconnect and make new connections among the many generations that were in attendance. Pictured are (from left in front row): Dr. Robert Harmison (James Madison University), Dr. Nick Beck (private practice, Pensacola FL), and Karolina Wartolowicz (third year doctoral student); (from left in the back row): Carlie McGregor (third year doctoral student), Dr. Joey Raemaker (University of Notre Dame), Dr. Trent A. Petrie (UNT Center Director, Tess Palmateer (second year doctoral student), Andrew Walsh (first year doctoral student), Alan Chu (fifth year doctoral student), and Dr. Brian Yu (UC Davis).
This is what you say or think to yourself. Self-talk patterns are related to how people feel and act. Changing self-talk is commonly used for (a) prompting a specific behavior, (b) improving self–confidence, (c) attention control, (d) motivation, and (e) arousal control. Common components include the identification of negative or irrelevant thoughts, challenging these thoughts, the creation of positive thoughts, and the substitution of positive thoughts for the negative thoughts.
I focus on your physical, emotional and mental well-being. My alternative approach is effective because it eliminates the need for pills, patches, shots or smokeless cigarettes. Because smokers develop very ingrained habits over time, they often forget exactly why they originally began smoking. As a clinical hypnotherapist, I will successfully help you address the root cause of why you continue to smoke today.
There are varying theories throughout both the medical and psychological arenas as to how the process of hypnosis works. Some experts believe that people who practice hypnosis effectively are predisposed to this therapy or have developed enhanced cognitive and interpersonal abilities that allow them to respond accordingly to hypnotic cues and conditions. Recent studies have shown that this form of communication actually alters elements of a person’s neurological and physiological mechanisms.
I started smoking when I was 15yrs old. I am now 48yrs old. I have smoked at least a pack a day for 33yrs. More if I'm out on a girls night drinking wine! In the past I tried Chantix which worked for about 2 months but I had strange dreams and my entire personality went in the toilet so as soon as I stopped taking the pills I started smoking again. I also tried acupuncture which was a joke and I white knuckled my way for about 2 weeks. Rita is the answer!!!! I had my one session with her on June 9th and have been a non smoker ever since! My advice is to listen to the recordings she sends you. I listen to the 14min sleep one and also in the beginning I listened to one in my car. My career has me driving all over SoCal so that was a little rough but the tapes helped me through it. I cannot thank Rita enough for changing my life!!! I'm soooo happy to be a non smoker for the rest of my life!!!
interpersonal communication. They need to deepen the social and emotional intelligence that are so essential in executive leadership roles. They need to pay closer attention to nonverbal communication as manifested in their body language, tone of voice, and facial expression. They need to improve their stress management skills, so that they don’t come across to others as frustrated, irritable, or dismissive.
"Do you feel like your world is all of a sudden crashing around you? Does it seem like too much to bear? Maybe you are going through a divorce or recently lost a loved one. Other things such as depression, anxiety, difficulty parenting and overall functioning probably stem from such a major event. My individual strengths as your therapist are that I am very open-minded, compassionate, and goal-oriented. "
Professionals in this field may favor one proficiency over another, as this field does require a distinctive combination of training in both medicine and psychology. With their in-depth knowledge of physiology and kinesiology, in addition to their psychology training, some sports psychologists may focus on rehabilitation and reintegration of athletes after an injury, while others may focus on mental health issues surrounding coach-player communication conflicts or improving team dynamics.
To customize and enhance your 3-week investment, for an additional fee of $2,500, you can partner with a Kellogg leadership coach during and after the program. You will meet with your coach three times for one hour during the program (once each week), and have up to three one-hour coaching sessions via phone after the program, with the same coach. This is ideal for newly promoted or soon-to-be promoted executives.
Sports psychologists in the U.S. comprise a niche within a broad category that also includes social and forensic psychologists, among other less populated specialties. According to the Bureau of Labor Statistics, sports psychologists are expected to grow in number by 11% nationwide from 2012 to 2022. This category of psychologists can expect to see approximately 1,400 new jobs by 2022, according to BLS projections.
As a certified consulting hypnotist, I have helped Houstonians for more than 30 years successfully overcome an addiction to cigarette smoking. Through hypnosis, the client is able to visualize their life without smoking, and find desirable fulfillment and satisfaction in quitting. I personalize a program for each client, providing a customized approach to help him or her stop smoking.
This video will last for 8 hours and will allow you to enjoy a full night of high quality sleep. Simply turn on the video when you go to bed, lay back, relax, and fall asleep. The affirmations in the recording will be absorbed by your subconscious as you sleep, producing fantastic results. At the end of the recording an alarm will sound, and you'll wake up full of positive energy and ready to start your day.
There were a lot of surprises. Foodwise, now I actually crave vegetables. Also, there unfortunately is definitely a difference in how people treat you when you’re bigger versus when you’re smaller. But I think the biggest surprise for me is, physically, it’s crazy how much I can walk without getting winded or how many sports I’ve found I actually enjoy, such as cycling and skiing.
Sometimes I think of a story for a teaching example later, and I’m unable to contact the client for permission. In these situations, I change identifying details. This can be tricky, because simply omitting the name, time, and place of the event you’re describing is not enough to ensure that someone who knows the client well would not recognize the story. Certain details, like a unique physical trait combined with a sport or interest could be enough to identify the client. Therefore, I change those types of details as well.
Just how expensive and time-consuming is executive coaching? Although there is tremendous variation in fees and arrangements among coaches, be prepared to pay a C-level coach what you pay your top attorney. If this seems excessive, consider that a coach must have the experience and expertise to quickly grasp a leader's situation, challenge assumptions and choices, and bring credible, fresh ideas to the table. Doing this with your best and brightest is not easy. And given the influence a coach can have on an executive's decisions and actions over the course of a typical six-to-12-month engagement involving bimonthly meetings, regular phone calls and e-mail check-ins, a bargain coach whose sophistication does not match the client's is a big mistake.
“Learning hypnotherapy does not commit you to drastically changing your therapy practice,” says hypnotherapist Catherine Reiss. “The training will allow you to more quickly and effectively get to the cause of your clients’ unwanted behaviors and the feelings they present with it, but it also facilitates the use of trance in more traditional formats.”
The first journal “The Journal of Sports Psychology” came out in 1979; and in 1985, several applied sport psychology practitioners, headed by John Silva, believed an organization was needed to focus on professional issues in sport psychology, and therefore formed the Association for the Advancement of Applied Sport Psychology (AAASP). This was done in response to NASPSPA voting not to address applied issues and to keep their focus on research. In 2007, AAASP dropped "Advancement" from its name to become the Association for Applied Sport Psychology (AASP), as it is currently known.
The other recent study, by Canadian researchers, found the same thing by looking at brain activity when people have power. They found that increased power diminishes the ability to be empathic and compassionate because power appears to affect the “mirror system” of the brain, through which one is “wired” to experience what another person is experiencing. Researchers found that even the smallest bit of power shuts down that part of the brain and the ability to empathize with others.
What’s especially compelling about investments in executive coaching is the fact that, when executed properly, there’s an associated ripple effect. A 2013 study by Anthony Grant found that executives who received coaching experienced effects that transferred over into the executives' family life, including heightened work–life balance and improved relationships with family members. It has also been my clients’ experience that for every executive coached, hundreds of others are positively affected, including their manager, their peers, their direct reports, and those employees’ direct reports as well. This extends to hundreds of people, and even more if one counts customers.
Welcome to the UNT Center for Sport Psychology and Performance Excellence website. I appreciate you taking this opportunity to learn more about our Center and the work we do at the university and in the community. The Center for Sport Psychology is a national leader in (a) providing services to athletes, coaches and teams, (b) educating future sport psychologists as well as current coaches and sport administrators, (c) conducting research with exercisers and sport participants, and (d) working with the community, such as youth sport programs, to make sport a more enjoyable and meaningful experience. Simply put, our mission is to help you reach your performance goals, whatever they may be, and find passion in what you do.
When stopping smoking, it is best to get nicotine out of your body as soon as possible. Reducing smoking gradually is not easier than stopping at once. It only drags it out and causes you to focus on the habit even more. It is best to stop completely when you are feeling motivated to do it. Get it over with, and let hypnosis help you adjust quickly to feeling like a nonsmoker.
"Sometimes life becomes too difficult to battle on our own. Together, we can explore what events or relationships may be causing distress in your life and develop tools and skills to overcome these hardships. I strive to provide a warm and comforting therapeutic environment and convey empathy and understanding to allow my clients to feel safe and validated during our sessions. You are here, which means you've taken that first big step and I am here to help you through the rest of the therapeutic journey."
The most common educational path starts with a bachelor’s degree in psychology. From there, students move on to a master’s degree, then finish with either a PsyD or a PhD at the doctoral level. Some schools offer joint degree programs, allowing students to get a master’s and doctorate degree at the same time. After graduating, students are eligible to test for licensure and may pursue real-world experiences.
Sports psychology is a combination of several disciplines within psychology and sports science. Aspiring graduates can take various pathways in their education as well as in their career. Employment opportunities in sports psychology may involve counseling/therapy, teaching, coaching, research, and others. While a bachelor's degree in sports psychology (or a double major in psychology and a sports-related subject) may open some employment opportunities, most entry-level and higher jobs in this field require a graduate degree.
With the growing popularity of coaching, many colleges and universities now offer coach training programs that are accredited by a professional association. Some courses offer a life coach certificate after just a few days of training, but such courses, if they are accredited at all, are considered "à la carte" training programs, "which may or may not offer start to finish coach training," according to the ICF. Some "all-inclusive" training programs accredited by the ICF require a minimum of 125 student contact hours, 10 hours of mentor coaching and a performance evaluation process. This is very little training in comparison to the training requirements of some other helping professions: for example, licensure as a counseling psychologist in the State of California requires 3,000 hours of supervised professional experience. However, the ICF, for example, offers a "Master Certified Coach" credential that requires demonstration of "2,500 hours (2,250 paid) of coaching experience with at least 35 clients" and a "Professional Certified Coach" credential with fewer requirements. Other professional bodies similarly offer entry-level, intermediate, and advanced coach accreditation options. Some coaches are both certified coaches and licensed counseling psychologists, integrating coaching and counseling.
Entry-level positions for licensed sports psychologists typically require a master's or doctorate degree in clinical psychology, sports psychology or counseling. Very few schools currently offer full sports and exercise psychology programs at the undergraduate or graduate level. Undergraduate students may consider pursuing double majors in psychology and exercise science, or a major in one discipline with a minor in the second.
“Unlike therapy, which goes into depth about various issues usually dealing with the past and consulting which generally results in giving the client answers, coaching is more action-oriented and focuses primarily on the present and future.” Coaching focuses on what the client wants and utilizes a process through the one-on-one coaching sessions to enable the client to self-discover, learn and determine their own “answers”. It is the client who determines the goals and commits to their goal, while allowing the coach to help hold them accountable.
Several professional organizations and licensing agencies exist for hypnotherapy practitioners. Examples include the American Society of Clinical Hypnosis (ASCH) and the American Association of Professional Hypnotherapists. To be an ASCH member, practitioners must attend at least 40 hours of workshop training, 20 hours of individual training, and have completed at least two years of clinical practice as a hypnotherapist. | http://10yijie.com/how-effective-is-hypnotherapy-hypnosis-ring.html |
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Elite Malaysian athletes (N = 179) from integrated and segregated sports rated the perceived importance of eight psychological strategies for improving performance using two different response format methods, a Likert rating scale and forced-choice. A forced-choice procedure produced better discrimination among the skills than a Likert rating scale procedure. We also found that the ratings of importance differed as a function of sport type and gender. Specifically, athletes in integrated sports placed more importance on setting team goals and clarifying roles/responsibilities compared to athletes in segregated sports. At the same time, participants in segregated sports viewed setting personal goals, psych-up strategies, and imagery as more important for performance than those in integrated sports. Significant interaction effects indicated that, within segregated sports, females rated positive self-talk higher than males, but communication skills were rated higher by males than by females.
Ponnusamy is with the Sports Performance Division, National Sports Institute of Malaysia, Kuala Lumpur, Malaysia. Guerrero is with the University of Windsor, Windsor, Ontario, Canada. Martin is with the Division of Kinesiology, Health and Sport Studies, Wayne State University, Detroit, MI. | https://journals.humankinetics.com/abstract/journals/jcsp/12/2/article-p129.xml?rskey=hHAkX2&result=177 |
DES MOINES, Iowa — We often view many college athletes from the vantage point of stadiums, arenas or even on TV, but what often gets forgotten is that they're human beings with feelings and personal struggles just like the rest of us.
"I hate to break it to you guys, but they're more than football players. They're brothers, they're sons, grandsons and I feel like a lot of people lose sight of that so I mean, I just view them as a person, as a relationship, as a friend, as a brother," said Jack Campbell, a Hawkeye football player.
In 2020, suicide was the third leading cause of death for those ages 15 to 24, according to Suicide Awareness Voices of Education (SAVE) — and high school and college athletes fall right into that age range.
Being an athlete is both physically and mentally demanding, and it can take a serious toll on one's mental health.
Earlier this year, five student athletes died by suicide within a two-month span.
Their deaths made national headlines and raised the question of what was being done to help those athletes who often suffer in silence.
"Ae look at young adults, it's really important to highlight just the severity that mental health and not getting treatment and not having support can have," Dr. Patricia Espe-Pfeifer said.
Espe-Pfeifer is director of sports psychology and student-athlete mental health services at the University of Iowa.
She and her staff offer counseling, performance psychology services and psychological rehabilitation from injury. Basically, their work covers both the sports performance side and the mental health side.
"Our sports performance side is using techniques to help optimize their performance on the court, on the field, in the pool to help them learn to focus and kind of build up their athletic skill," Espe-Pfeifer said.
"The mental health piece is for those student-athletes that come in with pre-existing mental health concerns whether those are anxiety, family conflict, depression, ADHD or athletes that, once they transition to college, are faced with difficulties transitioning far away from home, difficulties just navigating things socially," she added.
According to a NCAA study, the rates of mental exhaustion, anxiety and depression student-athletes reported feeling are 1.5 to 2 times higher now than pre-pandemic.
Espe-Pfeifer said communicating with athletes and educating them of the services available is key to addressing this issue.
"Taking care of your mental health, seeking out services, letting people know in your network, in your family, in your community when you're struggling is just so important," she said. "We might not be able to save everybody, but we hope that we will be able to provide services and get people hooked up with resources when they need them."
If you're interested in learning more this Suicide Prevention Awareness Month, check out the National Alliance on Mental Illness' website for resources, data and more.
Local 5 is now on Roku and Amazon Fire TVs. Download the apps today for live newscasts and video on demand. | https://www.weareiowa.com/article/sports/local-sports/iowa-student-athlete-mental-health-suicide-awareness-month/524-e3a140e4-b4ce-403b-ba65-5b743c312541 |
Coach Lou Holtz once said, “Without self-discipline, success is impossible.” That self-discipline, or self-regulation, is now a science of its own.
Category: Mental Game
There’s no doubt that athletics are challenging. That is one of the many reasons resilience training is beneficial for athletes. Resilience is the ability to bounce back after difficulties,...
Whether you are a coach, an athlete, or the parent of an athlete, you need to be able to recognize the signs of concussion syndrome.
Intrinsic and Extrinsic Motivation in Sports: Knowing How to Grow Both
Athletes train and compete in sports for various reasons. Each athlete has different intrinsic and extrinsic motivation for dedicating their time to improving their performance in their chosen sport....
Can a mood tracker help you improve yourself? The answer is yes. How? We'll get to that in a few minutes. But first, you know that your moods and other psychological factors, not just your physical... | https://themindedathlete.com/category/mental-game/page/8/ |
Autori:
Sindik, Joško; Schuster, Snježana; Botica, Anđelko; Fiškuš, Matej
Naslov:
Preliminary psychometric validation of the Multidimensional Inventory of Sport Excelence: anxiety and hardiness scales
Izvornik:
Hrvatski športskomedicinski vjesnik (0354-0766)
30
(2015), 1; 30
-
41
Vrsta rada:
članak
Ključne riječi:
diagnosis ; practical skills ; sports excellence
Sažetak:
Sports psychologist needs to understand how psychological factors affect the performance of an individual, and must take account of individual differences among athletes. Although there are numerous psychological measurement instruments for assessing the important psychological characteristics of the athletes, it is important to select instruments to customize athletes with whom we work, adjusting with the work style of sports psychologists, as well as to available time and other constraints. The aim of this study is to determine the basic psychometric characteristics of three questionnaires, made out in the preliminary version of its own battery of questionnaires, called Multidimensional questionnaire of sporting excellence (MUSI). Items cover space of following psychological characteristics: somatic and cognitive anxiety and mental hardiness / toughness. In this part of the study, participants were stratified only by gender. Our sample included 248 participants, of which 103 athletes (age 24.52 ± 11.80 years) and 145 female athletes (age 16.61 ± 6.69 years), in the Croatian sports clubs, competing in 16 different sports (archery, football, handball, bocce, bowling, cycling, karate, rowing, tennis, volleyball, basketball, synchronized swimming, triathlon, table tennis, chess, badminton). Results of factor analysis and examination of reliability of internal consistency showed that each of subscales in the battery MUSI has satisfactory reliability and validity, giving positive guidance for future adaptation of the questionnaires in MUSI for specific subpopulations of the athletes.
Izvorni jezik:
ENG
Kategorija:
Znanstveni
Znanstvena područja:
Javno zdravstvo i zdravstvena zaštita,Psihologija,Pedagogija
URL Internet adrese:
http://hrcak.srce.hr/index.php?show=clanak&id_clanak_jezik=212119
URL cjelovitog teksta:
Google Scholar:
Preliminary psychometric validation of the Multidimensional Inventory of Sport Excelence: anxiety and hardiness scales
Upisao u CROSBI:
Joško Sindik ([email protected]), 27. Kol. 2015. u 09:32 sati
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Many types of rehabilitation exercises are used to reestablish lower extremity neuromuscular function and strength following ankle injuries. It has not been established which exercise induces the greatest leg muscle activity, which might allow patients to recover more quickly from their injuries. The purpose of this investigation was to establish which exercises induce the most muscle activity in the medial gastrocnemius (MG), peroneus longus (PL), and tibialis anterior (TA), as measured by integrated electromyography (I-EMG). Participants (N = 24, age = 22 ± .59, mass = 63.5 ± 2.1 kg, ht = 165.7 ± 1.2 cm) conducted five repetitions of each of four exercise conditions for 30 s: one-legged stance (OLS), OLS on trampoline (OLST), T-Band kicks (TBK), and OLS perturbations (OLSP). It was found that the TBK exercise induces greater I-EMG in all three muscles, the OLST exercise stimulates more I-EMG activity in the MG and TA, and the OLSP exercise induces greater I-EMG activity in the TA.
Barry Braun
The concept that participation in exercise/physical activity reduces the risk for a host of chronic diseases is undisputed. Along with adaptations to habitual activity, each bout of exercise induces beneficial changes that last for a finite period of time, requiring subsequent exercise bouts to sustain the benefits. In this respect, exercise/physical activity is similar to other “medications” and the idea of “Exercise as Medicine” is becoming embedded in the popular lexicon. Like other medications, exercise has an optimal dose and frequency of application specific to each health outcome, as well as interactions with food and other medications. Using the prevention of type-2 diabetes as an exemplar, the application of exercise/physical activity as a medication for metabolic “rehabilitation” is considered in these terms. Some recommendations that are specific to diabetes prevention emerge, showing the process by which exercise can be prescribed to achieve health goals tailored to individual disease prevention outcomes.
Rodrigo Rodrigues Gomes Costa, Rodrigo Luiz Carregaro and Frederico Ribeiro Neto
discriminate the different levels of SCI will aid in the choice of intervention, which characteristics about strength or functional independence should be prioritized for that level of injury, and which can be approached similarly. Given the different aspects that could affect the rehabilitation process after
Neal R. Glaviano, Ashley N. Marshall, L. Colby Mangum, Joseph M. Hart, Jay Hertel, Shawn Russell and Susan Saliba
are a consequence of PFP. Finding therapeutic interventions that specifically target these impairments, such as improving lower-extremity movement patterns and muscle activity during pain provoking tasks like squatting and stair ambulation, may improve overall outcomes in rehabilitation. Females with
Doyglas R. Keskula, Jewell B. Duncan and Virginia L. Davis
This paper describes the rehabilitation of a patient following a medial meniscus transplant. Both preoperative and postoperative history and relevant physical findings are presented. Rehabilitation goals and the corresponding treatment plan are discussed, with an emphasis on functional outcomes. A general framework for treatment addressing impairment and functional goals is outlined. Progression of the rehabilitation program was based on surgical precautions and the patient's tolerance to the exercise progression. This case study demonstrates that appropriate surgical intervention combined with a properly designed rehabilitation program contributed to the improved functional abilities of this patient.
Kellie C. Huxel Bliven and Kelsey J. Picha
It has been well over a decade since the Journal of Sport Rehabilitation published a shoulder thematic issue; thus, we are excited to highlight current research of colleagues contributing rehabilitation-focused evidence in this area. Our goal is that the compilation of articles presented here
Kyoungyoun Park, Thomas Ksiazek and Bernadette Olson
impairments and completed individualized vestibular rehabilitation therapy (VRT) demonstrated improved patient outcomes. 13 These VRT programs focused on promoting vestibular adaptation and substitution to enhance gaze and postural stability, improved vertigo, and returned patients to productive activities
Peggy A. Houglum
When soft tissue is injured, it must follow a complex healing process. The sports medicine specialist delivering care to an injured athlete should have an appreciation and understanding of the phases and timing of the healing process so that appropriate, efficient, and effective rehabilitation program may be established. This paper presents an overview of the chemical and cellular activity involved in soft tissue healing, with emphasis on those aspects that can be affected by a rehabilitation program. Outside factors commonly used in sports injury care and how they may influence tissue healing are addressed. Guidelines are presented for establishing a sports rehabilitation program based on the physiological effects of the healing process. Various aspects of a rehabilitation program must be carefully coordinated with the timing of tissue healing and designed in a logical sequence to permit successful rehabilitation of the injured athlete in an optimal and efficient manner.
Jessica J. DeGaetano, Andrew T. Wolanin, Donald R. Marks and Shiloh M. Eastin
The purpose of this study was to explore the influence of psychosocial factors and psychological flexibility on rehabilitation protocol adherence in a sample of injured collegiate athletes. Self-report measures were given to injured athletes before the start of a physical rehabilitation protocol. Upon completion of rehabilitation, each athlete was assessed by the chief athletic trainer using a measure of rehabilitation adherence. Correlational analyses and bootstrapped logistic regression analyses were conducted to determine whether broad psychosocial factors and level of psychological flexibility predicted engagement and adherence to a rehabilitation protocol. Psychological flexibility, as measured on the Acceptance and Action Questionnaire (2nd ed.; Bond et al., 2011), contributed significantly to the overall logistic regression model. Study findings suggested that assessment of psychological flexibility could give medical providers a way to evaluate both quickly and quantitatively potentially problematic behavioral responding among injured athletes, allowing for more effective adherence monitoring. | https://journals.humankinetics.com/search?page=9&pageSize=10&q=%22rehabilitation%22&sort=relevance |
A master’s thesis discussed today by Michele Aquila, Tor Vergata University, Roma, clearly illustrates how the dominance of task- or result-oriented motivation determines in each age group differences in the reasons for playing soccer.
Tag Archive for 'motivazione'
Renato Villalta with the Italian basketball team played 207 games, ranking 7th in the attendance chart and scoring 2265 points, 3rd overall among scorers; he participated in the 1980 Moscow Olympics, winning the silver medal, after losing the final 77-86 against Yugoslavia. In 1983 in France, in Limoges, again with the National team, he won the gold medal at the European Championships and the silver medal at the Mediterranean Games. In 1984, together with his national teammates, he finished in 5th place at the Los Angeles Olympics. In 1985 he gained another medal at the European Championships in Germany, winning the bronze medal behind the USSR and Czechoslovakia. The following year, at the World Championships in Spain, the team placed sixth.
Tsz Lun (Alan) Chu, Xiaoxia Zhang, Joonyoung Lee and Tao Zhang (2021). Perceived coach-created environment directly predicts high school athletes’ physical activity during sport. International Journal of Sports Science & Coaching, 16(1) 70–80.
Sport participation is an important means for adolescents to achieve moderate-to-vigorous physical activity (MVPA), yet most high school students including athletes do not achieve the 60-minute daily MVPA guideline. As psychosocial factors influence athlete engagement and physical activity during sport, the perceived environment created by coaches could play a role in this influence. Guided by self-determination and achievement goal theories, this four-month prospective study examined the direct and indirect effects of perceived coach-created environment on high school athletes’ MVPA and sedentary behavior (SB) during sport. During the third to fourth week of a sport season, 225 high school athletes (Mage 1⁄4 15.24 years) completed a survey assessing perceptions of coach-created empowering and disempowering climates as well as psychological need satisfaction and frustration. Four months later, their MVPA and SB percentage times (%) during sport were measured using accelerometers. Path analyses partially supported our hypothesis, indicating significant direct effects of a perceived empowering climate on need satisfaction (b 1⁄4 .41) and need frustration (b 1⁄4 –.29), and direct effects of a perceived disempowering climate on need frustration (b 1⁄4 .38) and MVPA% (b 1⁄4 –.28). No significant indirect effects on MVPA% or SB% were found. Findings support and provide new insights into the important role of disempowering beyond empowering climates in predicting high school athletes’ PA. Specifically, when coaches display ego-involving and controlling behaviors, high school athletes may disengage during sport and achieve less overall MVPA. Further examination of these relationships using a longitudinal design across more diverse samples is warranted.
The American former sprinter Michael Johnson, Olympic winner of five gold medals and eight-time world champion, summed up the importance of motivation:
“My best motivation is always coming from the pure joy of running and racing, is the same thrill that I had as a child of 10 years. Have you ever met a 10 year old child sickened by what he does? You have to find their initial motivation for this reason you will become an architect. This is the secret of perseverance.”
Sport should allow the emergence of an attitude that can be summarized in the following sentence: “It’s thanks to my commitment and the pleasure I feel that I became increasingly good at what I do.” Performance motivated by an inner strength are based on the subjective perception of satisfaction coming from performing a specific task. Therefore any outside intervention to reduce this athlete’sperception will negatively affect their motivation. This is the case when the athletes perform only to receive a reward. Sport performance represents only a means to another purpose that becomes, instead, the true purpose: the young do not act for their pleasure to practice sport but to receive a certain recognition. Therefore, the external reinforcements encouraging the athletes to perform for external reasons reduce their internal motivation. The coaches should not make use of reinforcements that can be perceived as most important of the same sport participation, but they should provide helpful tips to increase the athletes’ feeling of satisfaction.
If the sports results will be perceived as the result of internal factors personal, such as the ability, dedication, commitment rather than external factors (luck, reduced ability of opponents, refereeing decisions) the athletes will feel satisfaction and pride.
The external reinforcements that the athlete receive can also play a positive action. For example, children who have not yet had an experience sports or with adults who have reduced sports experience. In this case external reinforcements for the supply of sports equipment or gadgets, or social support derived from practice can encourage participation. The same applies to the financial rewards obtained by high-level athletes in recognition of their sporting value.
Every coach knows that setting targets is essential to enhance the motivation and improve performance. At this regard:
- Working on goals defined and accepted helps to improve the emotional climate of the workout. YThere will be a reduction of problems related to delays, laziness and lack of discipline.
- Athletes, even the youngest, strengthen more and more their autonomy and learn to take responsibility for their choices. In these cases the determination to achieve the objectives and to maximize their potential will increase.
- The coaches’ leadership is accepted by athletes through the increase of their personal credibility.
Finally, despite the importance that the choice of tgoals plays in increasing the performance, there is also another reason that makes it necessary on the part of the athletes. In fact, if the sport and competition have a social value, so each individual has the right to succeed. Certainly in the top sport, the struggle for success is for the podium and who can aspire to this kind of result is aware of the difficulties he/she will encounter along the way. Then, there is the success of all of those who have set their goals properly and are committed to achieving them. Every person involved in sport has the responsibility to obtain the personal success. It’s the case of those who want to run a marathon in 4 hours, if they reach this goal they won they race. The observation of children engaged in sports activities not organized by adults should teach something very important: and if they do not reach the goals they have set, the hildren lower the level, learning from mistakes and trying again and again. After a series of adjustments and trials the success is guaranteed. The opposite happens when instead they are successful, they increase the level of difficulty. In other words, this means that spontaneously young people change their goals by moving them to the limit of their capabilities. In this sense, the mistakes are used as an integral part of the learning process and are not interpreted as a failure.
In many sports this time of year is usually a period of restart, I am referring to team sports such as soccer, basketball and volleyball and many individual sports.This happens again this year with a variant, in different disciplines is from February that the athletes do not compete or have competed but only in races held in Italy, often without the appeal of the comparison with the best athletes. It is not easy then to restart the training, when you have not done anything else for months or you are competing in races that until a few months ago athletes of absolute level considered secondary.
In these days I have been talking to athletes who experience this situation and their training and daily lives suffer from it. It is in these moments, that we all realize the importance of competitions. Not only because they represent the test in which to demonstrate one’s value as an athlete, but above all their absence determines a disaffection from training, from the desire to correct oneself. We are talking about athletes who train about 1,400 hours a year. This commitment is aimed at providing performance at their best, but if the opportunities are missing, it is not so easy to find every day the right motivation.
The work with the sports psychologist can be very useful to support the athletes in this commitment and in establishing objectives and evaluation systems within the training cycles that allow them to maintain at the highest level the quality and intensity of training.
In the next issue of the Journal of Italian Track and Filed Federation.
The understanding of motivational processes is undoubtedly one of the topics that has always aroused the interest of sports psychology scholars.
Once they asked the great mountaineer George Mallory (1886-1924) why he wanted to climb Everest and he answered “Because is there.”
In few words he explained the inwardness and intensity of the motivation but it will take decades to begin to understand what it is; what it is “this hypothetical construct used to describe the internal and/or external forces that produce the beginning, direction, intensity and persistence of behavior” (Vallerand and Thill, 1993).
To reflect, what is your concept of:
- Commitment
- Difficulty of the task
- Impossible is nothing! Is it true or not? And why?
- How do you learn to set short and long-term goals?
The most serious problem for a team and athletes is to think they are good.
This belief immediately puts people in a condition of greater satisfaction and fuels the expectation that everything will go well as they expect, so we will win.
Feeling fit and being aware of your personal and team skills is certainly important. Often teams think that this condition is enough to achieve success. They don’t understand that it is necessary but not enough.
To play at a high level, you have to have the skills of a high level team. Then you have to prove it on the pitch.
Arrigo Sacchi says that the motivation must be exceptional, because on this basis the player is constantly striving to improve himself. That’s what Carol Dweck has called a growth-mindset. Those who don’t demonstrate it are destined to have what the coaches say: a mental block. In other words, these players have a rigid mentality that leads them to think that their talent and fitness are enough to be effective in their work.
Serious mistake. They will strategie the match without the motivation to play at the best. They will enter with the conviction that they will play well so spontaneously, and when faced with the difficulties of the match they will not be ready to adapt, because they hadn’t foreseen it.
One of the most shared videos in the last few days features a boy from the Leap of Dance Academy, a Nigerian dance school. In the video we see him continuing to practice his pirouettes despite the incessant rain.
Barefoot and completely wet, his obstinacy has become a symbol of how much a dancer can sacrifice to follow his dream. “Behind those fanciful and elegant costumes there is hard work” – reads the caption of the video – “Even with very few resources our students continue to train to give the best. We don’t want to discourage anyone, but it is important to show the level of their commitment and dedication. Who wouldn’t be proud? They are ready to dance under any conditions”.
Today online seminar at the University on current topics on the psychological aspects of training in the corona virus period. | http://www.albertocei.com/en/tag/motivazione/ |
by Laura Morrison, July 2014
Sports psychology graduate students are involved in a diverse range of research topics, from the importance of personality factors in athletic performance to the benefits of exercise for non-athletes. Within each of these topic areas, researchers are generally concerned with how to improve performance (both at an individual and team level), improve health, or manage the impact of athletics on other areas of life. The Association of Applied Sports Psychology hosts an annual conference at which researchers share current findings in the field[i].
Youth Sports
Sports psychologists are interested in determining the benefits and drawbacks of youth involvement in sports, and ask questions such as, “Do youth who participate in sports show improved emotional and social skills in other areas of their lives?” Other topics include the impact of parental involvement, problems with burnout and over-training, and perfectionism. For example, researchers have sought to determine the effect of parental pressure on young athletes[ii]. Finally, some researchers are interested to examine whether it is advantageous for student athletes to progress directly to professional sports or attend college first.
Personality and Motivation
Sports psychology researchers seek to identify the ideal conditions for optimal performance by examining topics such as mental toughness, confidence, self-esteem, motivation, and perfectionism. For example, do athletes who are motivated by a desire to improve (intrinsic motivation) perform better than those who are motivated by a desire to win (extrinsic motivation)[iii]? Other research has focused on the use of visualization strategies to improve skills and reduce performance anxiety. Finally, the ability to block out distractions during competitions has been studied – such as how to maintain attention on a golf swing when a crowd is watching.
Team Dynamics and Coaching
Sports psychology researchers examine not only individual factors in athletic performance, but also what makes a team successful. At a team level, researchers are interested to examine cohesion in both a social and task-oriented sense, and the impact of those factors on performance. For example, does a team that meshes well socially perform better in competition? Research has also focused on identifying team-building strategies that lead to success[iv].
Elite Performance
Sports psychologists seek to understand what sets elite athletes apart, as well as how they cope with the pressure and stress of a competitive lifestyle. Specifically, researchers have studied how elite athletes manage transitions (such as during the Olympics), how they maintain balance between life and athletics, and what they do to prepare for competitions[v]. Additional topics include the importance of mental toughness and the right motivational climate for teams[vi].
Non-Athletes
At the other end of the spectrum, sports psychology researchers study exercise and health topics in relation to non-athletes. For example, topics include the impact of exercise on mental health, how to improve compliance to an exercise program, and the use of music for motivation during exercise. Researchers have also investigated the impact of specific exercise programs on health and the management of specific conditions such as fibromyalgia. | https://www.gradschools.com/masters/psychology/sports-psychology/areas-of-research-for-sports-psychology-graduate-students |
Last week, I posted three of my training principles (scroll down to #2) that help dictate the programs I write and how I work with my athletes. These principles help establish my mindset when I am writing workouts and act as starting point in program design. Since we have established some aspects that should be considered prior to beginning a program, today I am going to outline five goals every program should achieve by the end of the training cycle.
#2 Minimize Potential for Common Injuries – It’s important to note I didn’t say “Prevent Common Injuries” because that is an impossible promise to fulfill. However, we can train in a manner to reduce the likelihood of an injury by strengthening the tissue that is commonly damaged. Think of a basketball player with weak ankles, instead of consistently wearing ankle braces except that one fateful day, train dynamic balance to strengthen the ligaments, tendons, and muscles of the ankle and foot. Another example is female basketball and volleyball players and ACL injuries. Women are at a higher risk for non-contact ACL injuries (which, according to the National Academy of Sports Medicine, account for 70-75% of ACL injuries) due to their increased Q angle. A good way of training to limit this is to train more eccentrically to help the athlete learn how to properly stop and change directions safely.
#4 Achieve Automaticity – Don’t ask me to say automaticity because I stammer worse than Nemo trying to tell the class he lives in an anemone (if you don’t know what I’m talking about, you have lived a sad, sad life and need to stop reading this so you can watch Finding Nemo immediately). Thankfully, phonetics isn’t (always) a requirement to training athletes to achieve automaticity. As I mentioned before, Dr. Gabriele Wulf’s research has shown that an athlete is capable of improved reaction skills when handled on a subconscious level. When athletes are able to move without dedicating conscious effort to the specifics, they can act and react faster to their environment.
#5 Improve Sport Performance – This should go without saying, but the primary goal of a training program should be to improve the athlete’s performance in their sport. Training is a means to an end, not an end in itself. If an athlete adds 50 pounds to his squat 1RM, but does so at the cost of his agility, thus resulting in a decline in performance, then the training program failed. Athletes can always improve, it’s just a matter of choosing the proper areas to address. Be sure everything is geared towards improving the performance in the sports arena, not the weight room.
These are just the five universal goals of every good training program, with plenty of room for addition for individual needs. I hope your programs address all of these goals and your athletes are reaping the benefits. If not, I strongly advise you look through your programs and be sure you can say “yes” to everything listed above.
Let me know your thoughts on these five goals or how you work with your athletes to achieve them. If I can ever be of assistance to you or your program, please feel free to contact me. | https://henleysp.com/2011/11/20/5-goals-every-program-needs/ |
Earth just had its hottest January ever recorded, and it’s predicted 2020 will rank among the five warmest years on record. In Montana, we’re facing increasingly sever wildfire seasons, unstable snowpack, and prolonged periods of drought.
The transportation sector is the second largest source of global warming pollution in Montana and the largest source nationwide. Tailpipe pollution is contributing to the climate crisis, and threatens our health, increasing the risk of premature death, asthma attacks, heart disease and more.
Why are transportation emissions so high? Most Americans drive more than 10,000 miles a year, often in inefficient fossil fuel-powered vehicles. And because of the way we've built our communities and our lack of investment in transit, most of us have few alternatives.
The only way we can effectively address global warming is by changing how we get around. We need big, ambitious goals to transform transportation, and the means to achieve them. Thankfully, we have a road map to help us solve this problem.
In our report, Destination: Zero Carbon: three strategies to transform transportation, we lay out three goals that can get us closer to the destination.
The first goal is ensuring that all personal vehicles sold after 2035 are electric. Given that Americans drive 10,000 miles on average each year, this transformation is essential. To get this right, we need both incentives and infrastructure to make it easier for folks to get around in an electric car.
The second goal is electrifying all transit and school buses by 2030. Electrifying all modes of public transportation will eventually mean our travel can be powered by clean, renewable energy. Electrifying buses would also eliminate harmful street-level emissions from diesel combustion, benefiting the health of children who board the bus to school every day and anyone who rides a bus.
The third goal is doubling the number of people who travel by walking, biking and public transit by 2035. The least-polluting car is the one we don’t drive in the first place. We have to provide more options so that people can choose to travel by foot, bike, or transit. Creating sustainable communities requires making zero-carbon modes of travel the cheapest, easiest, most comfortable and safest options available.
Fortunately, the transition to zero carbon is already starting to gain traction. Missoula’s transit bus system recently added electric buses to its fleet, and communities from Lima to Red Lodge are building new electric vehicle charging stations. And, with $12.6 million in Volkswagen funds available for emission reduction projects around the state, there’s an unprecedented opportunity for our communities to invest in new zero-carbon projects.
Montana should step up to the climate challenge and re-imagine transportation. From Missoula to Miles City, we can envision a better, carbon-free way to get around. It is a future that we must achieve if we want future generation of Montanans to inherit a clean and healthy environment. | https://environmentmontana.org/blogs/blog/mte/lets-re-imagine-transportation-montana |
We can cut oil use, reduce climate and air pollution, lower costs for consumers, and strengthen our regional economy by investing in three proven strategies: increasing vehicle efficiency; transitioning to electric cars, buses, and trucks; and shifting to cleaner fuels. According to a new analysis for the Union of Concerned Scientists (UCS) by M.J. Bradley and Associates, the states in the Northeast and Mid-Atlantic region can:
- Cut climate-damaging carbon dioxide (CO2) pollution from on-road transportation by 37 percent in 2030, relative to 1990 levels, and by 78 percent in 2050.
- Reduce consumer spending on gasoline and diesel fuel by more than $125 billion by 2030 and more than $1 trillion by 2050.
- Improve air quality, leading to more than $3 billion in cumulative avoided health impacts by 2030 and more than $30 billion by 2050.
- Build a stronger and more reliable electric grid through smart charging, which can save ratepayers over $138 billion by 2050 and facilitate the shift to renewable electricity.
- Save almost $25 billion in environmental damages region-wide by 2030 and almost $195 billion in 2050, by diminishing the risk of property damage from extreme climate events, preserving ecosystems, and avoiding climate-related changes in agricultural productivity, among other benefits.
Together with efforts to provide residents with better alternatives to driving through investments in public transportation, walking and biking infrastructure, and affordable housing near transit, these investments in clean vehicles and fuels can put the region on track to achieve the deep decarbonization of transportation. Furthermore, by directing investments toward the communities that need them the most, the region can make its transportation system more equitable.
Five policies to move the region forward
This analysis comes as states in the Northeast and Mid-Atlantic region consider new approaches to addressing the challenge of transportation pollution. Transportation is the largest source of pollution in the Northeast and Mid-Atlantic region. While the region has made progress in reducing pollution from power plants, pollution from cars, trucks, and buses have actually grown since 1990. The region will not meet our long-term climate goals without significant new policies to address transportation emissions.
Over the past year, Northeast and Mid-Atlantic states have been exploring new policy approaches to deal with this challenge. Agency officials committed last year to explore market-based policies to reduce transportation emissions. State agencies have conducted analysis, and held listening sessions that have brought hundreds of people together throughout the region to discuss strategies to improve transportation.We have an opportunity right now to move the region forward with a comprehensive strategy to reduce vehicle emissions and clean our transportation system.
We evaluated three proven technology pathways by which the Northeast and Mid-Atlantic states can accelerate the deployment of clean vehicles and clean fuels at a scale sufficient to meet their climate targets, calculating the investment needed to take these technologies to scale as well as the resulting financial, environmental, and health benefits. These pathways are: increasing fuel efficiency in conventional vehicles, promoting electric vehicles, and increasing production of clean biofuels.
We find that aggressive investment in clean transportation technologies can help the Northeast achieve deep decarbonization of the transportation sector. We also find that achieving this transformation will require sustained and significant efforts to overcome major obstacles to clean transportation technology, including the high upfront cost of the vehicles, the need for more charging infrastructure, and additional costs for low-carbon biofuels.
We recommend policy leaders in the Northeast take five major steps:
1. Accelerate vehicle emission standards
Vehicle efficiency and emissions standards, including federal CAFE rules as well as the regional Zero-Emission Vehicle program play a critical role in encouraging automaker investments in clean transportation technologies. The Trump administration proposes to freeze federal standards for vehicles and threatens to attack the authority of California and Northeast states to set higher emission standards. We propose instead that the Northeast and Mid-Atlantic states join California to fight proposed rollbacks at the federal level and to keep vehicle emissions standards and the ZEV program on track post-2025.
With steady progress on vehicle efficiency, a new passenger car in 2030 can operate on one-third less gasoline than a car sold today. Continuing to strengthen the efficiency of buses and trucks is also important, because, although heavy-duty vehicles make up less than 10 percent of all vehicles on US highways, they constitute more than 25 percent of the nation’s consumption of petroleum-based fuels.
2. Make electric vehicles work for everybody
Electric vehicles (EVs) represent the most promising technology ever developed to help reduce the consumption of petroleum-based fuels. EVs are increasingly available in all vehicle classes and models, from sedans to transit buses and delivery trucks. On today’s grid, electric cars produce less than half the emissions of a conventional vehicle (Reichmuth 2017). They are cheaper to fuel and cheaper to maintain, and their up-front costs continue to decline, though incentives remain important for moderate- and low-income drivers to share in these consumer benefits.
Our analysis finds that the widespread adoption of electric vehicles by 2050—which assumes the electrification of 95 percent of the fleet of transit buses, 90 percent of passenger cars, 70 percent of small trucks, and 30 percent of large trucks—is cost-effective. Achieving these growth rates will require sustained investments to incentivize switching to EVs and build charging infrastructure.
To make this happen, we encourage states to increase incentives for low- and moderate-income residents, to make these vehicles affordable to people of all income levels. We encourage states to achieve the rapid electrification of port fleets and transit buses, particularly in communities with high rates of air pollution caused by diesel fumes. And we call on states and utilities in the region to build out the charging infrastructure that we will need to support widespread electrification, and to adopt policies that will encourage these vehicles to charge at the most efficient time of day for the grid.
3. Enact a clean fuel standard
Clean transportation must be powered by cleaner fuels, a shift that can be achieved by switching to clean electricity and blending low-carbon biofuels into gasoline and diesel. In our analysis, we found that clean fuels can achieve a 10 percent reduction in carbon emissions per unit of transportation fuel by 2030, and 30 percent by 2050. Setting a steadily declining standard for the average carbon intensity of transportation fuel, including electricity, biofuels, and petroleum-based fuels, would support the transition to both electric vehicles and low-carbon biofuels, while preventing the introduction of high-carbon sources of oil, such as fuel derived from Canadian tar sands.
4. Create a clean transportation investment fund.
Making clean transportation work for all communities and constituencies in the Northeast and Mid-Atlantic will require sustained, creative and strategic investments. A dedicated funding source for clean transportation investments could play a critical role in helping communities develop smart solutions to the challenge of reducing transportation emissions. Building on successful program models such as the Green Communities Act and Cleaner Greener Communities, a clean transportation fund could help engage local government and local coalitions around specific projects to improve transportation in their communities. Funds could also be used to engage key stakeholders, such as large fleet operators, auto dealers, transit agencies, universities and hospitals, and transportation network companies (TNCs).
A clean transportation fund would also provide the state with a way of dedicating revenues to the communities and constituencies that are most in need of investments in clean transportation. That includes environmental justice communities that face disproportionately high rates of asthma and air pollution, skyrocketing housing costs, and underinvestment in public transportation. And it also includes rural communities, who have the highest transportation costs and the greatest potential to save money from the transition to electric vehicles.
This fund could be supported through the same kind of funding mechanisms that are already working to improve efficiency and reduce consumer costs in the electric and gas sectors, such as a systems benefits charge or a cap and invest program covering transportation fuels.
5. Implement a market-based limit on transportation emissions.
Finally, Northeast and Mid-Atlantic states should place a declining limit on emissions from transportation fuels and enforce that limit through a market-based policy similar to what the region has achieved in the electric sector through the Regional Greenhouse Gas Initiative (or RGGI).
RGGI is a policy with a proven track record of reducing emissions while improving our economy and cutting costs for consumers. It works by setting an overall declining limit on emissions from power plants and requiring polluters to purchase allowances made available in regular auctions. By limiting the number of allowances available, the program creates mandatory emission reductions. At the same time, sales of allowances raise money, which can then be invested in renewable energy and energy efficiency technology. By investing smartly in energy efficiency, RGGI has lowered net costs for consumers.
Our analysis demonstrates that this policy model could achieve this same success in transportation. For example, if the Northeast were to implement a market-based program covering transportation fuels at auction prices equal to those of the Western Climate Initiative, that would raise almost $60 billion to invest in clean transportation solutions by 2030. That alone would be sufficient to cover the entire added cost of electric vehicle technology, and together with additional complementary policies, these clean transportation investments could save consumers over $145 billion by 2030 – with hundreds of billions in additional savings in the following decades. | https://blog.ucsusa.org/daniel-gatti/five-steps-to-cut-emissions-in-northeast/ |
Jammu, Dec 07 : Lieutenant Governor Manoj Sinha Tuesday chaired a preliminary meeting with the Chairman and MD of Olectra Greentech Ltd, KV Pradeep, and discussed the modalities for introducing electric buses for cleaner, better inter-city and intra-city transport facilities in the UT of J&K.
During the meeting, the Lt Governor observed that electric vehicles are the future of transport as they are eco-friendly, ideal for urban environment, and contributes in reducing pollution levels.
The Government aims to reduce dependence on fossil fuels, promote greener, sustainable mobility solutions, said the Lt Governor.
The Chairman Olectra Greentech Ltd, an electric vehicle manufacturing company, gave a powerpoint presentation and briefed the Lt Governor about the company which has, so far, deployed around 600 electric buses across India and has 2500 buses under manufacturing process.
The Lt Governor asked the Chairman to send two electric buses on a trial basis, one each for Srinagar and Jammu. Depending upon the trial outcome, the government will decide future course of action for inter-city and intra-city transport facilities.
The Lt Governor maintained that government is committed to explore all the possibilities to transform Jammu and Srinagar into modern, sustainable, and economically vibrant cities, and making Jammu and Srinagar, the superlative smart cities of the country.
Pertinently, the Government of India has launched the second phase of FAME-II scheme for promoting electric vehicles. The scheme provides incentives and subsidy for manufacturing as well as purchase of electric vehicles.
The addition of 150-200 more e-buses will facilitate safer, greener, and reliable transportation for the public.
Dr. Arun Kumar Mehta, Chief Secretary ; Atal Dulloo, Additional Chief Secretary Finance; Dheeraj Kumar, Principal Secretary H&UDD, and Hridesh Kumar Commissioner Secretary Transport were present in the meeting. | https://www.jkstudentalerts.com/2021/12/nearly-150-200-e-buses-to-be-introduced.html |
Richmond, B.C. – Here are the highlights of B.C.’s Climate Leadership Plan released Friday. Under the plan, the provincial government will:
_ Develop a strategy to reduce methane emissions.
_ Introduce incentives to encourage companies to convert their vehicles to renewable natural gas.
_ Expand its Clean Energy Vehicle program to encourage greater use of zero-emission vehicles by increasing point-of-sale incentives for eligible vehicles.
_ Support more charging stations for electric vehicles and develop regulations so local governments can require that new buildings install adequate charging facilities.
_ Improve the transportation network thought its B.C. on the Move program, a 10-year plan that includes increasing the number of BC Transit buses that use compressed natural gas, and expanding public transit to reduce congestion, particularly in Metro Vancouver.
_ Increase tree planting over an area of up to 3,000 square kilometres over the next five years to store more carbon.
_ Require all of the electricity acquired by BC Hydro to be renewable or clean.
_ Provide more incentives for marine vessels to be fuelled with cleaner burning liquefied natural gas.
_ Introduce policies to encourage the development of buildings that are carbon neutral. | https://www.mromagazine.com/2016/08/20/highlights-of-british-columbias-climate-plan/ |
Lagos State, Nigeria’s commercial and increasingly urbanised centre with over 20 million people, is on a low-lying coastal plain. Its location and rising urbanisation make the state particularly vulnerable to the impacts of climate change as well as a big contributor to greenhouse gases emissions.
To mitigate the effect of climate change in Lagos, the state joined C40 Cities – a network of world’s megacities chalking out climate action paths – in committing to the development and implementation of a multi-pronged Climate Action Plan (CAP) in line with the goals of the Paris Agreement. The ultimate goal, according to the plan, is a net zero-carbon Lagos by the year 2050.
The CAP document produced by the Lagos State officials with support from C40 Cities identified the majority of Lagos’ greenhouse gas (GHG) emissions to be generated from three key sectors: energy, waste and transport as they account for 90% of the total greenhouse gas emissions.
A GHGs emissions inventory developed in 2015, based on the global protocol for community-scale greenhouse gas for cities as contained in the CAP document, showed that in 2015 Lagos State generated emissions of 26,443,656 tCO2e, or 1.3 tCO2e per capita and it has been projected to triple by 2050 if no climate actions are taken.
Transportation and Climate Change
GHGs emissions from the transport sector are a major contributor to climate change globally and particularly in Africa where mass transit systems remain inefficient.
Climate change also affects the transport sector as it causes infrastructural damage, as well as disruption and delay of transport businesses in global supply chains networks.
An Environmentalist and Chairman of Lagos State Urban Forest and Animal Shelter Initiative, LUFASI, Desmond Majekodunmi, said that emissions from the transport sector do not only have an impact on the climate but also on people’s health.
“The transport sector is one of the major contributors, not just to global warming but also air pollution because it burns fossil fuels… and a WHO data shows that air pollution causes an estimated seven million deaths.”
He added that the number of cars is not necessarily the factor driving up emissions, “When you compare the numbers of cars on Lagos roads to London for instance, you will be surprised that London has more cars but we generate huge emissions due to the high numbers of bad cars, old private commercial vehicles etc.”
Mitigating Climate Change Through Transportation in Lagos
In a bid to address the issues of climate change, Lagos state in 2018 established a unit (now a fully-fledged department) within the Ministry of the Environment and Water Resources to coordinate its climate change response strategies.
The State Commissioner for Environment and Water Resources, Mr. Tunji Bello, said eco-relevant reforms in the area of transportation are key to the state’s climate actions.
According to him, the flag-off construction of the Lagos railway project by the Sanwo-Olu led-administration in addition to several government innovations in the water transportation system is geared towards a healthier and low-emission Lagos.
Speaking on the impediments to the realisation of the net zero-carbon emissions target by 2050, Mr. Bello said, “the projections can only be unsuccessful if the government fails to keep to its action plan which we do not intend to do.”
But residents said that the mass transport system in the state is inefficient and they would prefer to use their private cars, threatening carbon neutral ambitions of the state.
A Lagos-based program manager, Ridwan Ayinla, who spends nothing less than three hours driving to work daily questioned the government’s inability to fix public transportations.
“In developed countries, people rarely drive to work every time because they have a system that works. Passengers have options of commuting smoothly either by trains or mass transit buses.
“If clean BRT buses, standard/shuttle buses, are available on all major roads with good air conditioning system, majority of commuters would ride to work in the buses because the traffic situation in the state doesn’t even make driving fun,” he said.
Another resident, Ibrahim, who lives in the Ketu area of the state and works on the island, said the uncertainty in the travel time discouraged him from using the service.
He said, “The BRT system is not delivering as it should be, commuters still wait longer at the bus terminal before getting buses during peak periods. Imagine getting to the bus terminal at past 5 pm after work and you don’t get to leave the terminal until after 1 or 2 hours.
“The state must work out plans to make the service more effective. In Europe, you already know when the bus will arrive at the station and when it will leave irrespective of the number of passengers available at the time. The only way I think the government can solve this problem is by carrying out an unbiased survey/poll asking commuters on what they need to do to make the service better and also open more connecting roads to reduce traffic on the major roads.”
Key Transport Emissions Mitigation Strategies
In the Climate Action Plan document, the state government plans to reduce the emissions caused by the transport sector by “Expanding the BRT network from the current three lines to a total of 14; Deploy low emission buses; Construct four bus terminal gateway hubs; Implement physical and spatial development plans that require developers to incorporate low-emission technologies in their proposed development plans.
“Construct the light rail transit (LRT) system with six lines codenamed Red, Blue, Green, Yellow, Purple, Brown and Orange lines that will link the major population and activity centres in the state; Adopt and implement the Non-motorised transport policy including improvements to ferry safety and services; Build pilot scheme for improved walkability; Advocacy campaigns on the safety of pedestrians and cyclists.”
Others are; “To provide incentives and invest in infrastructure to promote the uptake of ultra-low emission vehicles (including electric, hybrid, hydrogen cars, motorcycles and freight vehicles), Impose restrictions on the use of high-polluting vehicles and provision of electric vehicle charging infrastructure in the state; To encourage the shift of freight from road to rail by establishing rail links between major ports, industrial centres and airports.”
With the above mitigation actions in the transport sector with a 2-5 years implementation timeline as contained in the CAP document, the state wants to achieve a 80% mode shift from private cars to BRT, 52% of buses are electric, 20% of motorcycles and 8% of taxis are electric, increased use of biodiesel in freight services, 50% of motorcycles replaced with e-bicycles and 2% of trips by privately owned cars by the year 2050.
Efforts to reach the State Commissioner for Transportation, Dr. Frederic Oladeinde by this reporter via calls and text messages for further information on the implementation approach towards the 2050 net zero-emission target proved abortive.
Mitigation Projects
Governor Babajide Sanwo-Olu had in the last one year commissioned three BRT terminals. They are; Yaba Bus Terminal, MMA Mafoluku Bus Terminal, Oyingbo Bus Terminal.
This reporter visited the Yaba Bus Terminal to have a first hand experience of the facility. The terminal which began operation in August 2021, services Ikorodu, Ajah, Oshodi, Iyana- Ipaja and Victoria Island areas of the state.
The Governor in May 2021, launched the First and Last Mile (FLM) Bus Scheme. A LAMATA Supervisor, Surulere (Zone 2), Mr. Peter said that his branch took delivery of over 40 FLM buses. He stated that the buses have been in operation for about four months and are still expecting more.
The state government in March 2021, added eight new ferries to the existing fleet of boats already servicing several corridors on Lagos waterways. The technology-enhanced and safer speed ferries have the capacity of commuting 40 to 60 passengers per trip.
READ ALSO: Has Lagos Lockdown Affected Climate Change?
A major transportation project, the Lagos light rail that has dragged for decades is finally coming to life as Governor Sanwo-Olu in April, flagged off the construction of the 37km Red Rail Line linking Agbado to Marina. The Red Line is expected to move its first passengers in the fourth quarter of 2022, as the state works towards bringing the first phase of the 27km Blue Line linking Okokomiko to Marina to passenger operation also in 2022. The trains are Electric Multiple Units (EMUs) which are emissions-free.
The Lagos State House of Assembly in March passed the Lagos State Transport Sector Reform Bill, 2021. The bill was for a law to amend the Lagos State Transport Sector Reform Law 2018. The Bill among others prohibits the use of motorcycles and tricycles with an engine capacity of 200cc on major highways within Lagos.
Transport Specialist Recommendations
In terms of transportation, the state has made investments in infrastructure and increased its fleet of public transport. However, the investments have made little or no impact due to the population growth and rapid urbanisation.
Colin Brader, an International Director at Integrated Transport Planning Ltd, urged the government to explore other modes of transportation.
“With the BRT system, the government has got so much right. Although, BRT cannot provide a solution for all mobility needs but as it develops, more of people’s transport needs will be met. If we cast our minds back to pre-BRT, people were resigned to using Danfos and Molue with low levels of service often at high cost and environmentally unfriendly.
“For Lagos to achieve an 80% mode shift of private cars to BRT by 2050, the government must develop a public transport network that is integrated and meets the needs of users. BRT is just part of that network, the conventional bus, LRT and potentially other public transport modes would contribute. At present, people buy cars not only to meet their mobility needs but also as it is a symbol of success – public transport can be a symbol if it’s of good quality and standard. Achieving this target will require good design, appropriate institutional regulatory support and committed politicians,” Mr. Brader said.
This story was produced under the NAREP Climate Change Media 2021 fellowship of the Premium Times Centre for Investigative Journalism. | https://newsoneng.com/2021/09/28/how-lagos-state-plans-to-mitigate-climate-change-through-transportation/ |
BACCC asked all municipal candidates for their views on environmentally-friendly transportation options, presenting them with these three questions. Views expressed are solely those of the candidates and do not reflect the views of BACCC or its members. All responses have been reviewed to ensure appropriateness and relevance to the questions posed. We encourage you to make an informed decision by researching your local candidates.
Burlington Ward 5 Candidate Paul Sharman
From the recommendations in BACCC’s Options for Travel report, which would be your top priority to enact to ensure safe, reliable, convenient and equitable transportation options?
The primary focus of the report is on Hamilton. Burlington’s issues are rather different, our population is also quite different. When it comes to Burlington, our active transportation plan is somewhat constrained and could be more ambitious. Setting that aside since BACC is about climate change mitigation, I would say none of the recommendations struck me as being sufficiently focused on the future. Widespread deployment of electric vehicles will provide the most significant step towards reduction in GHG. Autonomous buses open the door for deployment of small on-demand transit vehicles that will be provide more convenient, reliable and equitable transportation at lower cost than todays mostly empty GHG belching, largely empty, generally unnecessarily large Burlington buses.
If environmentally friendly transportation options are not convenient, residents will be less likely to choose those options over driving.
What steps would you take to ensure environmentally friendly transportation options are convenient?
Small, on demand, autonomous electric transit vehicles
Environmentally friendly transportation needs to be perceived as safe in order to be viewed as a viable option.
What steps would you take to ensure all users feel safe when using all transportation methods? | https://bayareaclimate.ca/all-candidates/burlington-ward-5-candidate-paul-sharman/ |
Less than two years ago, the Ministry of Innovation and Technology declared that it is of primary national economic interest for Hungary to join the developments generated by electric cars and to be at the forefront in the introduction and dissemination of innovative technologies (Ányos Jedlik Plan 2.0).
“The Hungarian government has recognized the population's need for cleaner and better air quality and the importance of preserving our created world in its present state for future generations. It is well known that one of the most important driving sectors of the Hungarian economy is the automotive industry, so strengthening the electromobility sector is our top priority,” Attila Steiner, State Secretary for the Development of Circular Economy, Energy and Climate Policy at the Hungarian Ministry for Innovation and Technology explains to Diplomacy&Trade.
Under the auspices of the broader climate policy context, but in the spirit of innovation and the development of the electromobility sector, which primarily means the modernization of urban transport, the Ányos Jedlik Plan was adopted in 2015, laying the foundations for the strategic background of electromobility. “Hungary is, by the way, one of the first countries in the European Union to have drawn up a comprehensive electromobility plan in the framework of which the government has been promoting the purchase of purely electric vehicles through several calls for tenders and a budget of more than HUF 12.5 billion,” he adds.
Since electromobility is developing extremely fast, on July 3, 2019, the Hungarian government adopted a revised version of the Plan, 2.0. The aim of the new construction is to make the opportunities and benefits of electromobility available to the widest possible audience, and to support the greening of transport with an additional HUF 5.88 billion.
Subsequently, in 2020, the Climate and Environmental Protection Action Plan was adopted, the seventh point of which aims to ensure affordable electromobility, among other things.
In terms of numbers, the State Secretary stresses that they have provided state support for more than 3,500 electric bicycles, over 500 electric scooters and now the purchase of 1,500 new, low-cost electric cars. “In addition to the above, I would like to highlight the Green Bus Program, which will not only make public transport more cost-effective, but also greener, as the CO2-absorbing capacity of 800 trees will be released for each electric bus. From 2022, only electric buses will be able to be commissioned as new buses in our big cities. Within the framework of the ‘Green Bus Demonstration Project’ operating as a test project, people had the opportunity to try these climate-friendly buses in Debrecen, Nyíregyháza, Békéscsaba, Székesfehérvár, Zalaegerszeg and Kecskemét.”
Incentives
Among the government measures concerning e-mobility, the best known to the public is the financial support for those purchasing electric vehicles mentioned by the State Secretary. In
summarizing how the government is helping to promote electro-mobility in Hungary, he goes into more details. “Thanks to the tenders announced in connection with electromobility between 2016 and 2019, the purchase of more than 4,500 electric vehicles were put on the country’s roads, and the network of charging stations is also constantly expanding. About a thousand affordable electric cars have already been purchased thanks to the program, and by the way, we have just had the opportunity to hand over the one thousandth such vehicle to a customer.”
Last October, a call for tenders – in a total amount of a HUF one billion – was issued to support the purchase of electric-assisted bicycles (‘pedal electric cycle’ or pedelec). Under the tender, a non-refundable grant can be claimed for the purchase of a new electric-assisted bicycle in 12 stages. The first five phases of the period available for submission have already been completed, the sponsorship decision has been made regarding the submitted applications, in the total amount of HUF 376 million.
As Attila Steiner adds, “with the implementation of the points of the Action Plan and the procurement subsidies, we have created a secure demand for the products of the electric vehicle manufacturing and distribution industry in the field of electromobility. Thanks to the Green Bus Program, among other things, domestic bus manufacturers – for example, IKARUS – and charging infrastructure operators could count on the Action Plan in the midst of the pandemic. Thanks to the incentive measures, opportunities offered by electromobility have become available to a wider audience, electric transport is no longer the privilege of the rich. By January 2021, more than 25,000 green license plates will run on domestic roads.”
Modernizing the bus fleet
Vehicle manufacturing, one of the most important industries in Hungary, is also responding to the 'call of times' and turning to e-mobility. The State Secretary says the aim of the Green Bus Program he mentioned is to replace the bus fleet in public transport by stimulating domestic bus production (at least 60% Hungarian added value is expected by the end of the Program), reducing the average age of the buses in operation, the emission values as well as the maintenance and operating costs of bus transport, and improving the quality of travel services. The government will provide HUF 36 billion between 2020-2029 to municipalities and public transport operators in cities with a population of over 25,000 to replace their outdated bus fleet. The Green Bus Project Office's call for proposals provides municipalities and public transport operators with up to 80% support for the purchase of electric buses and self-driving trolleybuses, and up to 60% support for infrastructure improvements necessary for the operation of the vehicles.
For sustainable battery production
In addition to traditional vehicle manufacturing, the government is promoting the production of electric batteries as well as related industries. As to how the balance between the environmental benefits of driving an electric vehicle and the not-so-environmentally friendly battery production can be created, Attila Steiner points out that “we are actually working on the National Battery Industry Strategy, which will cover the complete battery value chain from purchasing the raw materials and components to recycling. The Strategy will also include human resource development issues in order to provide the needed human capacity in this industry.”
The Strategy aims to achieve battery production that is sustainable from an environmental, social and economic point of view. The Strategy also underlines the importance of creating a circular economy as an integral part of the production, use and re-use of batteries. Sustainable battery production and the re-use of batteries will be the two key driving forces in order to create a solid basis for the transition to climate-neutrality.
The recovery, recycling and reuse of raw materials for battery production create value and business opportunities in the transition to a sustainable and circular economy. Recycling rare earth metals from used batteries is an important step to reduce the need for new raw materials, he states.
Applying the circular economy principle, battery packs from electric vehicles, once they can no longer be used to store the energy needed to move vehicles economically, should be given further possibilities for reuse before recycling. One potential use for this is battery farms, or energy storage, as energy storage systems for solar power plants, other photovoltaic or other renewable energy generation installations, thus creating a second life cycle.
With hundreds of electric buses to be put into service in the near future under the Green Bus Program, where the fate of the bus batteries beyond their useful lifecycle will also need to be addressed, the Green Bus Project Office is investigating the potential for a second lifecycle for batteries.
Charging infrastructure
The manufacturing of electric vehicles is just one of the elements of e-mobility. As regards the Ministry’s plan to cover the country with a network of charging stations and related developments, the State Secretary explains that the Green Bus Project Office's first call for proposal of bus procurement, which will close soon, also supported the installation of charging infrastructure alongside the vehicles, an opportunity that all applicants took advantage of.
In line with the principle of gradual replacement of up to 35% of the bus fleet in service in local public transport with electric buses, the first call for applications has been already announced by the Green Bus Program Office. “In order to reduce the pollution from transport, the government tries to promote electromobility as much as possible. Under the support program launched in 2020, we support the appearance and use of low-cost electric buses, cars and electric bicycles with an increased amount of support. On our long journey to achieve climate-neutrality in the transport sector, we do not want to rely purely on battery-based e-mobility. The first hydrogen filling station has just been opened in Hungary. The National Hydrogen Strategy aims to increase the production of carbon-free – and during the transition process also low-carbon – hydrogen. The surplus hydrogen supply will be used in the transport sector mainly for heavy freight and in buses,” he says.
Working to achieve goals of sustainability
Sustainability is one of the areas covered by the state secretariat Attila Steiner is heading. As for how much electro-mobility can contribute to achieving Hungarian and international Sustainable Development Goals, he highlights that in Hungary, the transport sector is responsible for one-fifth of all CO2 emissions, with road transport accounting for 98%. So, a very important element of the Action Plan is the greening of transport. “The Green Bus Program is a key part of this, but the individual decisions and choices of the population also play a significant role, which is why we encourage and support people to give priority to environmentally friendly transport as well. However, the social support for the 2050 climate neutrality target date is very high, which is well shown by the 92% support measured during the 2019 social consultation. We believe that at the local level, everyone can do something to contribute to a higher goal. Although the Union's greenhouse gas emissions account for less than 10% of global emissions, EU member states, including Hungary, are committed to taking real action that will have tangible results globally. Therefore, we hope that as Hungary sets a good example with its ambitious initiatives for other EU countries, so will Europe play a leading role among the continents,” the State Secretary concludes. | https://dteurope.com/sustainability/greener-transport-for-better-climate/ |
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