Shakespeares Wicked Kings Essay Example for Free

Shakespeares Wicked Kings Essay The audience learns quite a lot about Richardss personality agenda and beliefs from the opening soliloquy that he makes.  Richard is discontent with the state of peace in which England is in at the time. In battle he may perhaps have been a formidable warrior who used to fright the souls of fearful adversaries. War may have been what he was good at, and considering he is related to King Edward he was probably a general in the Wars of the Roses. This means that now there are no more battles to be fought, and Richard has a lot of time on his hands. He has no delight to pass away the time The audience learns some shocking things about Richardss views on love and loyalty in the soliloquy. Richard is a very bitter man and because of his deformity, feels that he can not pass the time by flirting and other things to do with women. He is a very disloyal person and probably would have a bad relationship with a woman because he wants to set his brother Clarence and the king in deadly hate the one against the other so that they eliminate each other and he can take control and run things how he sees fit. He is willing to betray his own family to meet his ends. He is not much for pastimes such as strutting before a wanton ambling nymph or sportive tricks as his deformity prevents him from participating in such activities as he is lame. He has little time or respect for people that he thinks are fools, or who are better than him through having no deformity. The audience also learn that he thinks very little of his brothers as he is willing to have them be at each others throats. He also doesnt think too much of their intelligence. He had a prophecy made up which says that G of Edwards kin will kill him. He is that G, the Duke of Gloucester and the audience believe that he must think that his brothers are very stupid not to see his deliberate mistake his prophecy. He thinks very little of himself or his body as he is deformed. His deformity makes him unable to caper nimbly in a ladys chamber. He has no dignity thanks to his deformity as even dogs bark at me as I halt by them. He is unable to participate in sport, have relationships with women, or have dignity. This understandably has warped his mind and he decides that since I cannot prove a lover then he is determined to prove a villain. He does however have a high opinion of his intelligence. This apparent from his deliberate mistake and the fact that when his prophecy is made known to Edward, Clarence (whose first name is George and therefore the G in the prophecy) is almost immediately arrested.  His effect on the audience is initially one where they feel sorry for him being bitter as his deformity is causing him much grief. Later on the audience learn that he is arrogant and scheming but can back up his intelligence as it would take great organisational skill to have Clarence arrested so quickly.

The premier food

The premier food EXECUTIVE SUMMARY This report aims to critically appraise various internal and external factors which contributed to the success of Premier Foods grocery division restructuring programme. Examples of effective change management disciplines are integrated throughout the project to achieve a successful business strategy. Although, no matter how effective and efficient you plan for change, risks are inevitable. The report aims to identify the key risks associated with the restructuring plan and identify the possible effects on human, physical and cultural resources. In the latter stages, the report will come to a close, highlighting the main points which the author believes has had an influence on the entire grocery divisions restructuring process. ORGANISATIONAL OVERVIEW Premier Foods has been established as the UKs leading food manufacturer, specialising in many known consumer brands such as OXO, Quorn, Hovis, Batchelors and Branston Pickle. Its estimated that 99.4% of the UK population buy at least one Premier Food product each year and a total of 43 million people, eat a leading brand food product every two weeks. Therefore, current turnover is estimated at  £2.6 billion and the company currently employs 17,000 people at 60 manufacturing sites around the United Kingdom and Ireland. Although, these figures would have been unrealistic without Premier Foods  £460 million acquisition of Campbells UK and Irish market share in August 2006. In March 2007, Premier Foods also captured RHMs market share for  £1.2 billion and therefore, turnover figures increased dramatically from  £760 million to the current turnover figure of  £2.6 billion. In 2008, Premier foods had successfully undertaken a comprehensive restructuring programme, which was deemed extremely complex in the UK. The aim was to radically transform the Grocery Division, which would drive the business through lower costs and higher technical standards. Premier Foods wished to implement the following key changes: The eradication of eight manufacturing sites between September 2007 and December 2008. Five core sites would increase the number of consumer brands manufactured. Capability and capacity are critical. The transfer of more than 1500 consumer brands and 2000 materials (136,700 tonnes). Capital Investment of  £47 million, of which  £19 million would need to be delivered in savings. BUSINESS DEVELOPMENT PLAN REASONS BEHIND THE CHANGES External Market Pressures The United Kingdom has one of the fastest growing food and drink markets in the world (UK Trade Investment Services, 2009). The food and drink sector alone generates sales estimated at  £70 billion and significant growth areas lie in value added products i.e. ready meals or Non-European recipes. Recent studies had estimated the UKs organic sector at  £1.2 billion a year and the chilled food market a staggering  £7 billion. Therefore this accounts for almost 60% of the overall European chilled food market. However, in the East Midlands, food manufacturing is rapidly expanding. 15.1% of the UKs food produce is manufactured here and over the forthcoming years, this figure is expected to increase by 40%. Food companies such as NOM, an Austrian Diary Producer, have taken decisions with the help of the UK government (Trade and Investment) to expand into the UKs rapidly expanding food markets. Therefore, it was imperative that Premier Foods assess the external market and plan for radical change. Premier foods understood that the UK food market is highly competitive, demanding consistent product quality and reliable supply whilst seeking more competitive pricing and innovative new products (Premier Foods, 2010). The company had a policy to, generate economies of scale to reduce production costs in order to support promotional activity, investment in building brand awareness with the consumer and new product development (Premier Foods, 2010). Over the years, Premier Foods had marginalised its market position through organic and inorganic growth. Through this initiative, the company has strengthened its competitive position by undertaking various initiatives in order to boost efficiencies and minimize costs (Just-Food, 2010). During 2009, Premier Foods excelled it strategy of developing growing branded sales and expanding gross margin through the benefits of consumer scales and insights. The company recognised the need to continually develop this through 2010. In this period, the company wishes to deliver efficiency savings over and above the synergies already delivered in 2009. The benefit strategies of 2009 were particularly absorbed by inflation (Input Costs) and by tougher consumer and trading environments. Therefore, this allowed promotional costs to rise and the company are to remain cautious in the 2010 shortfall. Nevertheless, the company has the desire to challenge market growth rates and developed the strategy of identifying particular categories and brands they can push most. This new strategy splits consumer brands into, Drive, Core and Defend. Premier Foods represent Drive categories as the consumer brands which will inherit the most market investment i.e. Hartleys, Quorn, Ambrosia etc. However, Premier Foods agree that cooking sauces / accompaniments, desserts and cakes would have immediate success rates within the consumer market. A company statement had concluded that although the cake category was in decline over recent years, lunchbox, ready-to-eat sweet snacks or treats are proving extremely popular. In theory, taking advantage of this opportunity would eventually start a trend, where Premier Foods would target other popular categories. In other words there is ample room for additional market growth. Bearing this in mind, the company is still confident in delivering a three year market strategy in demonstrating the company is moving in the right direction, ability to make profits and increases in the UK / Ireland market share. Internal Pressures Organisational Reform By successfully developing an external market strategy plan, Premier Foods needed to radically transform the entire business, which would be a rationale for its success. The first phase was to conduct a review of all the manufacturing sites to identify their capabilities, infrastructure and skill base. This activity was conducted in the first three weeks by a small group of senior management. The site review allowed senior management to develop viable options and allowed the initial steps towards a cost benefit analysis. Once satisfied with this, a presentation was developed for the companies board and an agreement was passed to take the initial work to a full business case. A larger team, comprising representatives from each in scope sites, was formed and a clear consensus regarding the optimum option was quickly reached (Wilkinson, 2010). The agreement of the business case, allowed all main stakeholders to be involved within the development. The main intention was to secure a unanimous agreement on the final proposal. Fortunately, agreement was reached within six-weeks of the business case and provided a solid rationale for delivery of the restructuring programme. However, part of the business case recommended the closure of six manufacturing sites in the United Kingdom and two in Ireland. There would be a period of twenty-one months, in which a mixture of consumer brands would be manufactured over five expanded sites. By now, people including stakeholders, board directors, managers etc knew which consumer brands would move from one manufacturing site to another, the expected costs of the entire restructuring programme, target delivery points and detailing the benefits that would occur across the entire organisation. The output of this work also demonstrated the overall level of benefits that could be achieved and provided a baseline for delivering the programme (Wilkinson, 2010). Therefore, market strategy developments, extensive cost cutting exercises, combined with effective efficiency strategies developed a recipe for success. BUSINESS STRATEGY PLAN Rationale In July 2003, Premier Foods were initially floated on the London Stock Exchange with a business strategy of: Development within consumer focused brands. Development through effective consumer relations. Cost Reduction strategies and business simplification. Parallel to this, there was spotlight within the UK and the desire to acquire Great British brands. The integration of these, would rapidly contribute to further strategies based on scale. However, the main aim was to expand company competitiveness with other British food manufacturers, whilst still improving company returns to the shareholders. Premier Foods anticipated that corporate responsibility is a strategic priority that should be parallel to the overall business objectives. The company ensured that responsible business practice should be a fundamental operation of the business and place in the core of the corporate responsibility strategy of, doing the right thing. Premier Foods adopted a business strategy which analyses current issues and attitudes. This allows the company to anticipate any trends which could hamper the business. This business strategy has been untouched and still currently forms the central core of the companies aspirations. Due to the rapid growth of the company, the individuals and the manufacturing sites involved in the restructuring programme had very different cultures and people who came from different work backgrounds. Therefore, there was different levels of understanding in both project and programme management processes. Although, to implement an effective restructuring process, an effective change management strategy had to come into operation and to get an overview; there are five key principles that are extremely important: (Briggs, M., 1995) Individuals tend to react differently to change. Everyone has a desired need, which should be met. Change tends to involve a loss or reduction in something. Realistic targets and expectations. Fears need to be dealt with. Bearing this in mind, Premier Foods had to be open and honest about the entire restructuring strategy. The company were open and not too overoptimistic in theory. In other words, the company set realistic targets and deliverance dates. Project Management Strategy To improve how the company manages large or small scale projects, Premier Foods embarked on integrating a new project management process. Currently, there were various project management systems integrated across the entire organisation and the proposal was to have one standard system based upon Prince2. Prompt, would be the system which Premier Foods integrated across the entire organisation and benefits in Prompt allowed Premier Foods to manage and initiate projects in each work stream. Work stream managers were responsible for this and would manage project teams, to complete any work as necessary. Resource Management Strategy To increase flexibility and reduce project delivery risk, interdependencies between specific work streams and projects were minimised. Time scales and achieving key delivery dates were crucial in this process. However, to support this, Premier foods ensured a structured organisational programme was in place and at the same time, avoided the utilisation of common resources. On the other hand, the company sourced resources at the work stream level, through process of common procurement approach. This allowed work streams to progress at a constant level, whilst having the ability to maintain an overview of contract resource usage and ability to view potential competing priorities at an early stage. Environmental Strategy Due to recent European legislations in place, there are pressures within industry to curb the amount of carbon dioxide produced in the manufacturing of consumer goods. Premier Foods is committed to supporting the UK Governments position on Climate Change and the Kyoto Protocol (Premier Foods, 2010). The company has a Five Star Environmental Award Scheme in structure, which was rolled out to all manufacturing sites in 2009. The scheme is a benchmark ensuring energy usage, waste, water usage and carbon dioxide emissions are carefully monitored (Wilkinson, 2010). Scheduling Milestone Management Strategies The original business case recommended a tight delivery timescale and was substantially dictated by the seasonality of transferring food categories. In other words, the transferring of a food line had a set delivery date. If the opportunity was missed then the company would have to wait to the next available opportunity i.e. desserts are more popular in the winter and therefore move production to the summer. At different intervals during the project, there was the requirement to assess the restructuring programmes ability to deliver within the target timescales. Whilst towards completion of the programme, various groups of people needed to be coordinated around specific milestone dates. Therefore, Premier foods had to ensure a sufficient scheduling and milestone management programme was in operation. Programme Assurance, Change Control and Scope Management Strategies The scope of the restructuring programme was controlled within overall programme approvals through the formal initiation of projects and associated funding in each work stream (Wilkinson, 2010). Each element within the restructuring programme had strict parameters to adhere too and were closely monitored i.e. funding and timescale delivery. However, if parameter changes were necessary, agreement would have to be obtained through steering committees, by the change control process. Information Communication Strategies Due to a large number of individuals being involved in the restructuring programme, an effective communication strategy was implemented to ensure information was circulated both internally and externally. Therefore, to ensure employees fully understand the strategic approach, Corporate Responsibility Road shows, were presented at all manufacturing sites to Senior Management teams. This ensured that they were aware of the long term sustainability goals and could effectively brief all employees about the planned changes in the company i.e. maintain involvement and commitment to employees whose job role were becoming redundant. Regular meetings with key external stakeholders ensured that the company advised them on any major changes, ensured the company was on the front foot and most importantly, minimised any potential damage to corporate reputation from any foreseeable redundancies (Wilkinson, 2010). Moving food production from one manufacturing site to another, impacts both the suppliers and customers. Therefore, both had to understand the changes which were being devised and reassured that supplies in a particular food category were managed effectively i.e. there was sufficient stock in the warehouses, while the transfer of a particular food line was being made. Quality Management Strategy Quality Consumer Brands Although moving manufacturing lines from one site another is relatively a straightforward process, ensuring the quality of the produce is critical. The company initiated a quality protocol which ensured that an individual product would move to a new location, meeting all necessary standards. Therefore, ensuring you protected the consumer experience was fundamental to the programme. This operation was strictly controlled and managed centrally. This ensures that the steering committee could monitor the quality control process and highlight any problem areas. Quality Control Premier Foods technical and commercial teams ensured that resources were utilised where required. Food tasting panels were utilised to ensured product matching and consumer testing in more severe cases. This ensured that the companies acquisitions of additional food brands were protected from other manufacturers. Efficient Supply Chain Management Peer review stage gate processes were introduced to ensure decisions were made appropriately. Individual project managers would check a list of criteria leading up to a Go / No Go decision. Review teams were constituted from all areas of business, ensuring there specialist area was implemented to high standards. Supply change management and independent business activities were amalgamated into one process, to ensure risks to the business and customer service levels were understood and managed appropriately. Issue Management Strategy Dealing effectively and efficiently with issues was seen as a competitive advantage for whole organisation. Individuals could identify any issues, at any point with the restructuring programme. Once identified, the responsible manager or line manager would deal with the issue. If required, an issue could be escalated to high level through steering committees for example. Alignments between, operational business, programme delivery and benefit achievement, demonstrated clear ownership and responsibility of the programme (Wilkinson, 2010). Therefore, issue management procedures could be reduced, as the result of effective communication forums and clear governance routes (Wilkinson, 2010). Therefore, the delivery of the restructuring programme within, target timescales, benefits and customer service constraints demonstrates the effectiveness of this approach (Wilkinson, 2010). Health and Safety Strategy Premier Foods, employed 16,000 employees across 60 manufacturing sites and they recognise that our employees are our single most valuable asset and we strive to be an employer of choice in areas which we operate (Premier Foods, 2010). Health and safety was a critical aspect in the programme, ensuring a safer manufacturing environment and safety improvements within plant and machinery. Strict guidelines were put in place and key initiatives were presented to line managers in workshops to ensure that risk assessment and risk management initiatives were enforced throughout the company. Value Engineering Approach The value engineering approach was utilised throughout project delivery dates, operational design and high safety food standards. By scrutinising the entire project build i.e. capital costs, then positive decisions could be made. Likewise, a change control mechanism was in place to acquire a cycle of positive feedback. Therefore, changes could be made prior to management decisions. Feedback from the value engineering approach was shared across the entire restructuring programme, in the ability to deliver efficiencies i.e. value for money. PROJECT RISKS Human Physical Impacts As quoted by the Boston Consulting Group (2010), Premier Foods restructuring strategy was one of the largest and most complex restructuring of food manufacturing in the UK. Risks are inevitable with a restructuring strategy the size of Premier Foods and precautions need to be put in place to counteract any eventualities. To begin, risks begin with the agreement of all the key stakeholders within the company. If by any means the stakeholders were unable to come to a unanimous decision, then the entire restructuring process could be in jeopardy. The key to its success would be to present an excellent business case, identifying the key drivers and reasons behind the change. Whenever there are redundancies, it can be a devastating blow to the surrounding area, local economy and families. It may happen because a work place is closing down or because few employees are needed for work of a particular kind (Holland, et al, 2008). In this instance, part of Premier Foods restructuring programme involved closing eight manufacturing sites and distributing current food categories over five existing sites. Senior Management closed a site based upon a number of factors i.e. site throughput. The aim was to improve productivity, lower costs and increase profits. Nevertheless, redundancies were inevitable at this point and the key was to maintain the companies reputation to avoid scrutiny. A reputation of a company is its important and valuable asset. A positive one may bring many benefits to a company, when a negative one may significantly harm it (Westcott, 2005). Although it was a devastating blow, the company would have to ensure all employees were treated in the best possible interests. Fortunately, the company offered generous redundancy packages and liaised with the local councils to ensure all redundant employees would have help getting back into employment. Once the workforce has been restructured, logistics and the redistribution of resources are crucial. The overall business challenge was to redistribute; 1500 products, 2000 materials, build new facilities, transfer 51 manufacturing lines, put a 2.5 million pallet stock build in place to maintain customer supply and complete 1800 line trial activities (Premier Foods, 2010). Besides this, the company needed to maintain both the company image and the customer service performance of a demanding business. Keeping the consumer supplied was at foremost importance, as there was the possibility of loosing contracts with some of Britains major brand stockists i.e. Tesco, ASDA, Sainsburys. As well as ensuring the survival of major cultural brands that have been produce for generations i.e. Hovis. Likewise, due to the rapid growth of the company, individuals and manufacturing sites that were affected by the restructuring programme had very different cultures. Cultural Impacts Culture, is seen as a pattern of beliefs and expectation that are shared by an organisations members (Schwartz, et al, 1981). These factors tend to produce norms which, powerfully shape the behaviour of individuals and groups in the organisation (Schwartz, et al, 1981). Culture, intends to concentrate upon the nature of these expectations. Taking Premier Foods into context, the individuals involved have been told various incentives which are behind the grocery divisions restructuring process. Therefore, the company have the responsibility to deliver their business strategy and individuals are right to dispute whether company expectations are being met i.e. Do they promise what they wish to deliver in the short-term and long term future? There is the risk that Premier Foods simply do not deliver and again, elements including corporate image could be affected. Likewise, the individual and manufacturing sites involved, originated from different work backgrounds. There were different levels of understanding in both project and programme management processes. Although, its good when an organisation is built around people who have different ethics i.e. the ability to share ideas to improve an organisations structure, the problem is getting everyone to agree upon a particular thing and ensuring people work upon a standard level. The key is to ensure everyone has good understanding of both principles, to ensure the restructuring programme is at minimum risk as possible. If not, then conflicts can arise (behavioural factors) and the restructuring programme could have major issues. Generally, it doesnt work if one individual has a strong understanding in one area and a weak understanding in another. Other Potential Risks The organisational restructuring programme was also surrounded by other critical integration projects, which were being implemented at the same time. Some of these included the integration of key administrative functions i.e. Human Resources and Finance. In the marketplace, the company itself faced soaring food cost inflations, as well as the impact of a major economic recession. Human and physical resources were thinly spread and significantly challenged during this tense period. In other words, it was either make or break time and fortunately, the gamble succeeded in the end. CONCLUSIONS AND RECOMMENDATIONS Summary On a generic scale, the implementation of the entire restructuring programme was a complete success, taking the size and complexity of the programme into consideration. From research, the author identified the main critical elements for change. To begin, the author believes that Premier Foods wishes to be the leading competitor in the UK food market, to compete with other competitors. Once this is established, there maybe future business development plans to expand and compete with the European Food Market or on an International Scale. However, current infrastructure could not cope with future expansion and therefore, major internal reform was needed to improve the quality of food produced, the quantity of food produced and overall manufacturing costs. Although there were harsh reforms in the workforce for example, this allowed the company to focus on long-term developments and improve profits. In the short-term, this allows major shareholders to gain a healthy return in investments and can continue to provide investments for the future. Recommendations Taking the following into contention, no major improvements are needed. The Premier Foods restructuring programme demonstrates high professionalism, within a large strategic scale. All project delivery points were delivered on time and within budget. Although, a possible thought to consider is cultural differences. Current levels of project and programme management were at different levels between individuals and the manufacturing sites involved. Offering solutions that allow everyone to have the same level of knowledge may be advantageous. Nevertheless, its good when people have different ranges of knowledge and experience. This allows people to express their own interpretations, leading to new ideas. REFERENCES Boston Consulting Group (2010) Premier Foods. Available at: http://www.bcg.com/2010. (Accessed: 15th February 2010). Briggs, M. (1995) Change Management: Five basic principles and how to apply them. Available at http://www.teamtechnology.co.uk/changemanagement.html. (Accessed: March 2nd 2010). Holland, J., Burnett, C. (2008) Employment Law. Revised Edition. New York: Oxford University Press Inc. Just Foods (2010) Just Foods website. Available at: http://www.just-food.com/store/product.aspx?id=60647. (Accessed: 14th February 2010). Premier Foods (2009) Premier Foods website. Available at: http://www.premierfoods.co.uk. (Accessed: 20th February 2010). Schwartz, H., Davis, S.M. (1981) Organisational Dynamics. 1st Edition. New York. AMACOM UK Trade Investment Services (2009) UK Trade Investment Services website. Available at: http://www.ukinvest.gov.uk/Food--drink/en-GB-list.html. (Accessed: 14th February 2010). Westcott, J (2005) Corporate Image. Available at http://docs.google.com/viewer. (Accessed March 4th 2010). Wilkinson, R. (2010) Premier Foods Guest Lecturer Grocery Manufacturing Consolidation Programme. Available at http://elp.northumbria.ac.uk (Accessed 25th February 2010). BIBOLOGRAPHY Boston Consulting Group (2010) Premier Foods. Available at: http://www.bcg.com/2010. (Accessed: 15th February 2010). Briggs, M. (1995) Change Management: Five basic principles and how to apply them. Available at http://www.teamtechnology.co.uk/changemanagement.html. (Accessed: March 2nd 2010). Guardian News (2010) Premier Foods. Available at http://www.guardian.co.uk/business/marketforceslive/2010/feb/16/premierfoods (Accessed 15th February 2010). Holland, J., Burnett, C. (2008) Employment Law. Revised Edition. New York: Oxford University Press Inc. Just Foods (2010) Just Foods website. Available at: http://www.just-food.com/store/product.aspx?id=60647. (Accessed: 14th February 2010). Kotter, J. (1995 2002) Change Management. Available at http://www.businessballs.com/changemanagement.htm. (Accessed March 1st 2010). Premier Foods (2009) Premier Foods website. Available at: http://www.premierfoods.co.uk. (Accessed: 20th February 2010). Schwartz, H., Davis, S.M. (1981) Organisational Dynamics. 1st Edition. New York. AMACOM UK Trade Investment Services (2009) UK Trade Investment Services website. Available at: http://www.ukinvest.gov.uk/Food--drink/en-GB-list.html. (Accessed: 14th February 2010). Westcott, J (2005) Corporate Image. Available at http://docs.google.com/viewer. (Accessed March 4th 2010). Western Mail (2010) High Beam Research, Premier Foods hails sales rise as Hovis takes 25% of market, 1, pp. 1. International Newspapers, Local Markets Li-Z [Online]. Available at http://www.highbeam.com/doc/1G1-219048662.html (Accessed March 4th 2010). Wilkinson, R. (2010) Premier Foods Guest Lecturer Grocery Manufacturing Consolidation Programme. Available at http://elp.northumbria.ac.uk (Accessed 25th February 2010).

Reflection | Percutaneous Endoscopic Gastrostomy (PEG)

Reflection | Percutaneous Endoscopic Gastrostomy (PEG) This reflective essay describes my experience in achieving my learning outcomes pertaining to care of percutaneous endoscopic gastrostomy (PEG), giving feed through PEG and administration of medicines through PEG that I have taken as part of the Overseas Nurse Program. It flows as a reflective practise as it incorporates the concept of learning. According to Bolton (2010) reflective practise involves utilising practical values and theories which influence everyday actions, by examining contemplatively and unreceptively geared towards developmental insight. Therefore, experience only does not lead to learning but deliberate reflection on the experience is essential. Consequently, to further discourse my understanding and involvement with this concept, I have adapted on a certain framework of reflection. I have chosen David Schon’s Model of Reflective Practise to reflect on my experience. I directed this framework on my experience because it enables me to recapture the events in a manner where learning occurs during the process of experiencing handling patients with PEG, gaining insights from them with the application of the theories and concepts I know and building new perspectives and understanding of doing things in relation to PEG. Schon’s model (1983) is focused on two major concepts, reflection-in-action and reflection-on-action. In the reflection-in action activity, reflection happens while in the act of doing the task (cited by Killion and Todnem, 1991). Reflecting-in-action requires me to think on my feet, be able to work instinctively by drawing on similar experiences to solve problems or make necessary decisions. It invol ved looking to my experiences, connecting with my feelings, and attending to the theories and principles in use. It entailed building new understandings to inform my actions in the situations that were unfolding. Whereas in reflection-on-action, it requires looking back on what one has accomplished and reviewing the actions, thoughts, and product (cited by Killion and Todnem, 1991). As I am working in the medical unit, I was assigned together with my mentor in one of the patients in the unit who has percutaneous endoscopic gastrostomy (PEG) surgically clasped on her abdominal area. As we entered the room to do PEG care, specifically changing the PEG dressing on a new one I was confronted with a different practise from what I used to do back in my home country. She told me that in United Kingdom normal saline is used to cleanse the PEG site instead of antiseptic solution. And now this is where the reflection-in-action came into play. Instead of insisting what I think was the best practise for me (using antiseptic solution for disinfection), I stood up and followed what my mentor told me believing that what she knows is within the standard of practice within United Kingdom. When I tried to engage myself in performing changing the PEG dressing, I tried to think on my feet and did the principle of disinfection using normal saline. I needed to reflect to ensure that this will not happen again. In another incident where reflection-in-action occurred that became my second learning outcome happened when we have to give a feed through PEG. All the while I was expecting an asepto syringe to be used to deliver the feed to the patient but to my surprise my mentor got this special set attached on what she called a Kangaroo pump to deliver the feed at a desired rate and paced time (at that time for 12 hours). It was my first time to encounter this method of administering a PEG feed to a patient. What I did was to stand back and observe how my mentor did all the attachments from the Kangaroo pump up to the PEG tube, but rather than just standing I offered my mentor if she can supervise me on how to enter the transcript (total volume, rate and running hours) on the pump which she gladly did to me. I was really surprised with the whole process and needed a reflection to establish my competence with this new process of giving PEG feed to patients. In the last incident that happened that became my third learning outcome transpired during administering medicines via PEG. I was caught off guard with regards to the preparation of medicines to be given to the same patient who got a PEG. We are giving an Aspirin dose for this patient and all we’ve got in the medicines cupboard is an enteric-coated form of this medication. Knowing that enteric-coated tablets should not be crushed when administered, I immediately asked my mentor if we can request to the pharmacy an effervescent form of Aspirin. And that’s where reflection-in-action occurred wherein I have to think of a solution on how not to breach the standards of safe medicines administration in the United Kingdom. Instead of crushing and giving it to the patient, I asked my mentor about an alternative solution to address our needs for the medicines administration. In that way I was able to think on my feet and learned something out of the experience. According to Schon’s model what I felt when those incidents happened was part of the learning process. Schon (1983) gives further information that the practitioner allows himself to be surprised, puzzle or confused in a certain situation which is unique or uncertain to him. He reflects on the event before him, and on the prior considerations which have been imbedded in his attitude. He conducts an experiment which allows him to formulate both a new understanding of the situation and a change in the situation. After all the incidents that transpired during my clinical placement in relation to my three learning outcomes, I have done a reflection-on-action in every learning outcome that I have identified. I made researches on them and took my time to recall the series of events that transpired and based the lapses I made on evidences I have come across during my reflection process. In this way, reflection-on-action was evident. On the first learning outcome, I have observed a different practise back in my home country cleansing the PEG site. We use chlorhexidine in cleansing the PEG site instead of just plain normal saline but after finding evidences about which is safe and efficient in usage, I was fully convinced that normal saline has a better concept ground than chlorhexidine. Sibbald et al (2000) emphasises that although chlorhexidine has been identified as less harmful to tissues and have effective antibacterial activity against both gram-negative and gram-positive bacteria causes damage to new tissues and should not come close to meninges and mucous membranes for it will cause permanent damage. This concept is applicable with my patient as there is an open mucous membrane where the PEG was inserted and exposure to chlorhexidine would increase the risk of microbial invasion and growth, which may precede to sepsis. Furthermore, the work of Sibbald was strengthened by Edmonds et al (2004a) and Jacobson that physiological saline is a widely recommended in irrigating and wound dressing solution since it is found to be compatible with human tissue. Thus, the practice of using normal saline in cleansing the PEG site was evidence-based practice and I have fully get an excellent grasp of why normal saline is used for PEG care. In this way, I am ensuring patient safety and embracing better understanding of evidence-based practise. On the second learning outcome, I have also witnessed a different way of giving PEG feed to our patients in our home country. We have bolus tube feeding rather than continuous tube feeding using a Kangaroo pump. Aside from observing each time a PEG feed will be given to the patient during my clinical placement, I also did researches on the efficacy of continuous feeding via pump and differences of using a pump from bolus feeding. I have done this in order to develop my competency in using the Kangaroo pump and giving continuous PEG feed to patients. Abbott Laboratories NZ Ltd (2011) gives further information that pumps continue to use microprocessors that allow the delivery of controlled enteral feeding. Its array of flow rate selection gives incremental increases in delivery which is very essential in critical care settings where low infusion rates are vital in maintaining the integrity of the gut and where maximising the feeding volume are fairly balanced. On the contrary, Bankhead et (2009) matched that gravity feeding is considered as the first-line delivery of enteral feeding in some countries but the Dieticians Association of Australia (2011) slashed the idea of Bankhead et al and proved that the usage of enteral feed pumps is now known as the most accurate way of enteral feeding provision across all healthcare settings and patients. Also, I have found out that using Kangaroo pumps instead of asepto syringe in delivering feed to patients lessen complications associated with giving feed to patients via abdominal ostomy tube. Niv et al (2009) found out that established benefits have been shown to prevent aspiration in critically ill patients. Furthermore, the jejunum produces fluid in conjunction to hyperosmolar solutions, and rapid delivery of a hyperosmolar formula will lead in hyperperisitalsis, diarrhoea and abdominal distention. Thus, a more controlled delivery to the intestine via continuous pump infusions can lessen or prevent these symptoms. On my third learning outcome, medicines administration via PEG has many aspects but the one that got me on my feet was about my competency in giving the right drug, specifically its form and preparation. According to Nursing and Midwifery Council (2008) ‘As a Registered Nurse or Midwife you are accountable for your actions and omissions. In administering medication you should think through issues and apply your professional expertise and judgment in the best interests of patients.’ As I have recalled what I did when the incident happened wherein I immediately asked my mentor if we can request to the pharmacy an effervescent form of Aspirin since enteric-coated tablets should not be crushed when administered, I considered the best interest of the patient. As a professional nurse I have a duty of care to my patients in ensuring their safety under the sphere of my care. I need to follow what is appropriate and right for the patient. Also, my mentor was able to practise with in the scope of her practise as she was able to directly supervise me in everything that I did with the patient. The Department of Health (2005) stressed that as a Registered Nurse you have a duty of care and are professionally and legally accountable for the care you provide. In line with the administration of the appropriate form of medications to be given to the patient, the Nursing and Midwifery Council (2008) has developed protocols for medicine management on the area of tablet crushing. It stipulates in the policy that nurses should not crush any medicines or break capsules that are not specifically indicated for that purpose and by so will alter the chemical properties of the medicine. Thus, as I have reflected with what I and my mentor have done is fitting and legally right. The reflection-on-action that happened to me on the three learning outcomes gave me the opportunity to evaluate my competency and efficiency as an overseas nurse on adaptation program. Prior to my reflection, I have never realised how crucial it is to do PEG care, administering medicines through PEG and giving feed through PEG until I experienced the three incidents that changed of how I do and view things in the clinical field. According to Schon (1983) when a practitioner becomes aware of a situation he sees to be unique, he perceives it as something already found in his range. The familiar situation acts as a standard for the unfamiliar one. With regards to strengths and areas of development, I believe I was able to achieve a certain level of competency in carrying out procedures related to PEG. The learning outcomes I and my mentor identified have helped me to improve myself in terms of skills, knowledge and attitude. After the reflection process happened, I was able to build my confidence in performing procedures related to PEG. I also need to be at ease with operating the Kangaroo pump although I was able to familiarise myself with the process of hooking the PEG feed on the pump and setting the rate and dosing of the feed in the equipment. It was complicated at first but after the reflection process and supervision of my mentor, I was able to get through and learned operating the pump appropriately. Medication administration through PEG has provided me with new perspectives on how to establish a process in checking the medicines to be given and how critical thinking will help me in my decision-making and if I was able to observe the six rights of medication administration. As a future plan, I need to project competency, professionalism and efficiency in everything that I do be it with the patients or other allied healthcare workers who are part of the organization. It is essential for me to maintain the standards of my profession as it will mould me into a competent registered nurse of United Kingdom. Nursing and Midwifery Council (2010) highlighted that ‘All nurses must act first and foremost to care for and safeguard the public. They must practise autonomously and be responsible and accountable for safe, compassionate, person-centred, evidence-based nursing that respects and maintains dignity and human rights. They must show professionalism and integrity and work within recognised professional, ethical and legal frameworks.’ In a nutshell, reflective practice became the backbone of my learning outcomes in relation to PEG. It provided me with basis in which area needs to be improved and enhanced. Reflection-in-action and reflection-on-action are learning processes that guided me to evaluate my decisions before and after the incidents happened. These incidents gave birth to learning and turned to acquisition of new knowledge and concept that became an enriching experience for me.

The Unique relationship between God & Mankind in Genesis Essay

The relationship between God and his creations humans can be said to be a very complex relationship. Genesis shows us many examples of God's interaction with humans and human's interaction with each other. From the creation of Adam and Eve and all the events that follow afterwards, I shall show what the relationship tells us about the nature of God and mankind. When you read chapter one of Genesis you have the feeling that God is perfect. God holds all power and control. God turns chaos into order. "God said 'Let there be light.' And there was light, And God saw the light, that it was good" (Gen 1. 3). God's word is action, God's word is law in the universe. When God creates something, he ends it with God seeing that's its good. This is in effect giving support to the perfect nature that is God and the creations God has made. "God does not play dice" (Armstrong 9), God has order and a purpose for what he makes. An important aspect to God is seen while he is creating the world. He separates water from land. Light from Darkens, Day and Night, Male and Female. This shows that boundaries are important to God. We see examples where God put boundaries on mankind with their language by mixing the language up so confuse man and killing off the evil from the good. With the creation of man and woman God forms them out of his image. ?And God created the human in his image, in the image of God He created him, male and female He created them? (Gen 1.27). Alter says ?him as in the Hebrew is grammatically but not anatomically masculine?. So in interpretation the first human had no gender. Then on the third line ?male and female he created them? implies the creation of gender. The importance of this is that the first form of ?man? had n... ...ed a part to him. First we see God as omnipotent then we see God asking where Adam and Eve are hiding (Not being omnipotent). With the creation of mankind God loses some part of his Godliness and he gains some humanity. God has a little human in himself and we have a little God in us. But the main point still is the same, God is the authority over man and will remain this way. I also feel that the God in the bible is truly no different than the Gods of Greece for example. The God of ancient Greece acted just like humans, the only difference was that they were immortal. The God of the bible seems to act just like humans, shows love, anger, regret, learns from mistakes and so forth. So in the end God shows flaws and learns from mistakes. God is like humans, maybe this is why we don?t understand God sometimes because we can?t understand other people and their actions.

US Foreign and Defence Policies Essay -- Politics International Relati

US Foreign and Defence Policies Within America, there has long been a tension between those who describe themselves as realists or idealists - a tension that suggests a stark choice between the narrow pursuit of interests or an endless campaign to impose our values†¦ I reject this choice. President Barack Obama, Nobel Peace Prize Remarks, 10 December 2009 Since the end of the Cold War, U.S. grand strategy has revolved around maintaining this country's overwhelming military, economic, and political preponderance. However America is changing, President Barack Obama is shifting American foreign policy from its historical norms based on exceptionalism, isolation, and bipartisanship. President Obama has asserted; that the United States will us its economic and military power as a stabilizing influence; that America will multilaterally engage other world partners to solve security, economic, financial, and environmental problems; and he will become a post partisan President bridging the party divide in foreign policy ideology. Thus, President Obama has reconceptualised US foreign policy resulting in a grand redefinition, an ideological shift, which will realign America role in the world. When we examine Obama’s foreign policy from a perspective of exceptionalism, we see a departure from the US historical understanding of its role. The United States of American has a long believed that is a unique nation, a nation that was created and developed differently, a nation unlike any other in the world, a nation that is blessed by God, a nation that is exceptional. The US has firmly held to exceptional view that they are the dominant defenders of democracy, liberty, freedom, equality, and capitalism. Traditionally because of its mi... ...07): 71-83. DeConde, Alexander. Isolation and security: ideas and interests in twentieth-century American foreign policy. Durham, NC: Duke University Press, 1957. McCormick, John. "American Exceptionalism: The Implications for Europe." Journal of Transatlantic Studies Vol 3, no. 2 (Autumn 2005): 200-205, 213-214. Obama, Barack. "President Barack Obama's Inaugural Address." The Whitehouse. January 20, 2009. http://www.whitehouse.gov/the-press-office/president-barack-obamas-inaugural-address (accessed Novemeber 16, 2010). —. "Remarks by the President at the Acceptance of the Nobel Peace Prize." The Whitehouse. December 10, 2009. http://www.whitehouse.gov/the-press-office/remarks-president-acceptance-nobel-peace-prize (accessed November 16, 2010). Schwarz, Benjamin, and Christopher Layne. "A New Grand Strategy." Atlantic Monthly 289, no. 1 (January 2002): 36-42.

Eurocentrism Essay

Eurocentrism can be defined as the idea that the Roman and Greek cultures gave rise to the modern explosion of ideas and learning. Within this idea is contained the notion that the origins of Greek culture lie strictly within the borders of what is currently considered Western Europe, making the ancestors of Western Europeans responsible for all the progress of the modern world (Dussel, 465). This idea is considered by modern historians to be false and based not on factual accounts but rather on the distortion of history by colonizers (Blaut, 10). This distortion of history is based on the Inside-Outside or Center-Periphery models of civilization which pinpoint an area of the world as the peak of civilization, and the areas outside of it as barbaric. This model depicts Greater Europe as the insider area which contained the civilized culture, and it posits a gradual diffusion of that culture to the other parts of the world surrounding it. Yet this model presents an erroneous view of the world’s process of civilization. The ideas that are based on the models above tend to identify Europe on the one hand as being civilized and making strides in scientific and technological advancement. On the other hand, this view places the world outside of Europe in a position of stagnancy, with knowledge remaining static unless ideas were learned from Europe. This idea also gives rise to an ethnocentric idea of â€Å"European† intellectualism as being the reason for the centralization of knowledge within that area. It also gives rise to the antipathetic idea of non-West European culture as necessarily consisting of inferior ideas which might be described as â€Å"savage, atavistic, uncivilized [and] evil† (Blaut, 16). The truth is very different, however, as the Greek and Roman cultures that contributed to the â€Å"civilization† of Europe must give attribution for its ideas to a wide array of cultural influences whose origins span areas as far as Africa and Asia (Dussel, 465-468). According to Dussel, Europe cannot claim Greece as a part of its earliest origins. Furthermore, during the height of Greek cultural dominance, awareness existed in the Greek world of the progressive nature of the Egyptian (African) and Turkish (Asian) civilizations (Dussel, 465; Yurco, 1). Yet, while this Greek center civilization was aware of the existence of civilized Africans and Asians, their knowledge of what is now Modern Europe was minimal and the area considered to be populated by â€Å"the uncivilized, the non-political and the non-human† (465). The idea that Greece bequeathed civilization to Rome and to Europe is false. Rather, a dichotomy existed between the Latin (West) and Greek (East) cultures, and this configuration did not include a strict conception of Europe. The Greek culture was dominated in classical times as much by the Arab (Muslim) culture as it was by the Byzantine (Christian) culture. Therefore, the Aristotelian basis of civilization was historically strongly connected to the Middle Eastern and even Asian (Turk) civilizations (466). What actually occurred to lead to the development of civilization in Europe is based on an interplay of cultures from all over the continents of Africa and Eurasia. Such thinkers as Thomas Aquinas and Albertus Magnus relied heavily on the ideas that came from the Turkish-derived Aristotelian ideas (Dussel, 466). The ideas generated by Aristotle were actually studied in what is now modern-day Iraq (Baghdad) before Aquinas became exposed to them. Indeed, Aquinas’ exposure came only after the Muslims in Spain translated these works into the Latin vernacular. The arrival of these works in Paris during the late 1100s B. C. marks the initial period in which differentiation occurs between Europe and Africa/Asia (466). The Crusades, which followed during this era, therefore may be seen as the first attempt made by Europe to become dominant in the newly differentiated territories of Africa and the East—and these campaigns might be considered failures (466). Eurocentric ideas concerning the Old World can therefore be seen to be a myth based on the colonially driven histories that have been passed down in the recent past. The failure of the Crusades might be seen as a way in which Europe itself was kept out of the civilization encompassed by the Turkish and Muslim regions, which spread their dominance from Morocco to India and even to the Philippine island of Mindanao. Even the Roman Empire, which dominated Europe for centuries, never penetrated to become the center of civilization in the African and Asian worlds (Dussel, 466). Before this time, the only empire that came close to being dominant and of Eurasian origin are the Hellenistic empires. Yet these empires are not one and the same as Europe, and never gained as large a dominance as the Muslims had after them (467). In contrast to the Eurocentric model of civilization is the strong Turkish (Muslim) civilization—historically represented by the term â€Å"Asia† (Blaut, 20). This area, which later became known as the Ottoman Empire, was dominant within its region. It even began conquering territory into south-eastern Europe, and this idea falsifies the theory of all civilization issuing from Europe. Even in the sixteenth to eighteenth centuries, European presence in the African and Asian continents was merely a matter of trade rather than dominance. The idea of a Eurocentric world actually found root only during the nineteenth century when colonization occurred in areas of the Old World (India, Asia, African and China). During this period, the multifaceted Greek culture was adopted and re-classified as European. The Greek culture is then identified with that of the Romans and then the two are placed at the center of the world’s historical civilization. It is at this point that Europe is able to emerge as the world’s intellectual benefactor. However, the fact that at this point no united â€Å"world history† existed and their location made it impossible for them to be central in providing for the surrounding territories an impetus toward civilization (468). Colonization in the nineteenth century can be seen as the chief mechanism through which Eurocentrism has been able to become dominant in global thinking. In order to maintain the colonial thrust, European colonizers were prompted to create ideologies that support the dominance that European countries had gained in their respective colonies. Religious, social, and scientific ideas that were spawned during that time gave rise to the Eurocentric ideas that are extant even in modernity. According to Blaut, â€Å"A [Christian] missionary might have great love and respect for the people among whom he or she worked, but could not be expected to believe that the culture and mind of these non-Christians was on par with that of Christian Europeans† (24). The social and legal theories being fashioned at the time were created by those who were in charge of making the policies that the theories should support. Therefore, intellectual history became biased in its outlook regarding the comparative worth of the cultures that stand alongside the European culture. However, in the disciplines of economics and anthropology ideas and truths were discovered which did not fit well with the tendency toward Eurocentrism. Such ideas as equilibrium and stasis developed in Keynesian economics. In geography, stasis was found to be a natural occurrence in regionalism. Theories of equilibrium and stability were embodied in such anthropological ideas as functionalism, while cultural relativism â€Å"declared in essence that each culture has intrinsic worth† (Blaut, 27). However, within the discipline of Anthropology, political motives can be found for publicizing the fact of cultural relativism, though tempered with a Eurocentric overtone. The notion of the intrinsic worth of the culture would have the effect of discouraging unrest, while the Eurocentric overtones would have the complementary effect of evoking gratitude in the heart of the colonists toward the colonizers (27). Overall, however, colonial indoctrination has been characterized by a teleological view of the West’s advancement, which is responsible for the benefits accorded Latin American, Asian, and African nations. Many other cultures outside of Europe experienced great progress and civilization throughout history. Yet, the result of inattention to the civilization status of Europe and other regions at other time periods has given rise to contemporary confusion surrounding these cultures. One such problem can be found in the misunderstood racial composition of Egyptians. In fact, the analysis of the racial composition of the Egyptian royalty gives credence to the idea that multiculturalism existed in the Egyptian civilizations of the past. Peoples from lands traditionally connected with Europe became traders and settlers in Egypt—and this underscores the centrality of this civilization during the ancient times. Such centrality naturally rebuts the idea behind Eurocentrism. However, the fact that interbreeding led to the Europeanized features of many of the Egyptian drawings and mummies has helped fuel the myth that European cultures played all the dominant roles in the civilizations of the past (Yurco, 2). Eurocentrism involves the idea that civilization was generated from a European center and somehow diffused to the other areas of the world. This idea finds its strength in the recent dominance that Europeans have had in the several continents of the world. Colonialism needed justification, and the method by which this was done involved the creation of ideas and systems that placed Europeans at the forefront of history. It involved the Europeanization of the Greek cultures and the oversimplification of the factors leading up to the current socio-political state of the world. Furthermore, the fact that world history has been written down and propagated mainly during the period European dominance has facilitated the Eurocentrism that can now be seen in the historical understanding of the world.

Presidential Cabinent notes

To form a more perfect union. Purpose two; to establish government Purpose 3: to insure domestic tranquility. A primary function of government is to maintain order and peace within a country. Purpose 4: To provide for the common defense. Purpose 5: to [remote the general welfare. The services mad protections that our government provides. Like health care, protection of environment. Etc.. Purpose 6: To secure the blessings of liberty, â€Å"you can only be free if I am free† Body: Article I † The legislative Branch Article al- The executive Branch Article Ill-The judicial branch Article IV – Interstate Relations (States of the Union) Article V – The amending Power, how the constitution can be changed. Article VI – The supremacy Act Clearly states that the federal gob Is supreme over state. Article VII – discusses the manner In which the states will adopt the constitution Part One: The Storm â€Å"The Storm: Chaos and Tragedy†: Answer the following questions as you view the PBS video excerpt â€Å"Chaos and Tragedy. † 1. According to Frontline, what problems were caused by the following groups: o The Local and state officials? O The U. S. Military? FEM..? O The Government?The main problem was that all waited too long and it caused more deaths and losses in people. 2. Why was the Louisiana National Guard unable to help? They waited too long and got trapped in headquarters. 3. Why were rescue efforts hampered in the first 24 hours? All the headquarters were underwater and the rescue efforts were trying to fix themselves. 4. What were the Mayor's responsibilities prior to the hurricane? To stock the shelters with food and water. Also he was responsible for having buses for transport. 5. Where were state and local officials during the aftermath of Strain? Why was this a problem?They were on the ground . It was a problem because they became very overwhelmed. 6. What were the critics pointing out as trouble with th e governor of Louisiana? She was unprepared and was given vague requests to the government 7. According to then-FEM.. Director Michael Brown, when does FEM.. Take over for state and local governments? FEM.. Takes over state officials against FEM..? The main complaints were that FEM.. Had no sense of urgency and barely sent out help, but FEM.. Claimed they didn't get any necessary help calls† 9. How many days did it take for the government, under President George W.Bush, to acknowledge they were late and inadequate in its response? It took the government 5 days. â€Å"The Storm: What Went Wrong in New Orleans†: 10. After reading the interview excerpts from the federal, state, and local officials, what do you feel went wrong in New Orleans? The main thing that I think went wrong was communication. In life they teach you that communication is key and unfortunately the officials were Just not being communicative and many officials were eyeing passive of the entire situation and no one took it seriously until it was too late.Review Questions: Evaluate and discuss the challenges for each level of government. Which level 11. Faced the greatest challenges? The challenges faced were helping the civilians, all of the levels of government had that problem, But the level which had it worse was the local and state officials because they had to deal with the crisis first when it was more chaotic and they were unprepared. 12. What lessons do you think were learned as a result of Hurricane Strain? I think as a nation we learned that we must have emergency plans and take every natural disaster seriously to save as many lives as possible. 3. After reviewing the problems caused, what type of assistance should the citizens of New Orleans have expected from the federal government? They should of expected imminent care with supplies and service. 14. In what ways do you think this storm has changed the city of New Orleans? Make sure to explain social and economic impact s. The way the city of New Orleans has changes is that the entire community has become one economic and social system. A bunch of individuals became a whole piece. 15.How has the aftermath of Hurricane Strain affected national politics? It affect national politics by the people second guessing the representatives they chose. 16. How can students help the citizens of New Orleans recover? They could donate money and help out their community. 17. What do you think is the most difficult part about being a victim of a natural disaster? The hardest thing in your life would be avoiding any situation like the natural disaster again. Part Two: Is Your Community Prepared? Go to wry. FEM†¦ V and click on one of the disasters that may occur in your community. After learning about this disaster, answer the questions below. 18. What type of disaster did you choose? Flash Flood 19. What preparations does FEM.. Recommend to avoid loss in this type of disaster? Avoid Roads and get to high groun d. 20. What steps can you take to better prepare your home and family for this type of disaster? Give examples. Stay focused on the weather and if a flash flood warning was given in an area get off the roads and make sure loved ones don't travel. Your Own InterviewsUsing the space provided in the Work File for this activity, write up your interview as if you were presenting it for use on the PBS Frontline web site â€Å"The Storm. † Be sure to include the person's full name, Job title or relationship to you, and contact information in your write up. If you are unsure of how to write up your interview, rich text format (. RTF). Place your interview write up here: Option 2: Interview a friend or family member who has experienced a natural disaster. Before conducting your interview, please view the slide presentation of Guide to Conducting an Interview for helpful tips and guidelines.Consider the following questions for your interview and include at least two additional question s of your own: o What type of disaster did you experience? O When and where did this disaster occur? O What did you do to prepare for the disaster? O What steps did you take during the disaster to protect yourself or your home? O What was the experience like after the disaster? O What did you learn from this experience? O What could you have done make your experience better? O How could you have improved your preparation? – â€Å"The disaster I experienced was a tornado. It was April of 2003 in Oklahoma.