Anything to do with Microbology Article Example | Topics and Well Written Essays - 500 words

Anything to do with Microbology - Article Example Disease causes by this bacteria, tuberculosis is a major public health challenge and is currently in an epidemic state in several parts of the world. According to the World Health Organisation, 139 per 100,000 population through out the world suffer from tuberculosis. The highest number of cases are seen in Asia, followed by Africa. Two important contributing factors are human immunodeficiency virus and development of resistance of the bacteria to first line drugs. The main source of infection to the community are sputum positive pulmonary tuberculosis. Only 10 percent of individuals develop the clinical disease and the rest arrest the growth of the bacteria through adequate immune response. Some population-based studies have shown that some individuals are at increased risk of acquiring the infection when compared to others. Active transmission is mainly seen in crowded and household contacts. Acquisition is most common in young people. More than 85 percent of tuberculosis is pulmon ary tuberculosis. Tuberculosis is communicable and patients with pulmonary tuberculosis are the most important source of infection. When the tuberculosis bacillus presents in the body, it is phagocytosed by antigen presenting cells in the alveoli of human lungs. This initiates a protective immune response by the host. The genome of the bacillus helps in establishing latent or progressive infection in the host.

The incentives created by transparency in the costs of justice or the Dissertation

The incentives created by transparency in the costs of justice or the lack thereof - Dissertation Example However, transparency in this regard is superficial as ordinary members of the public rarely spend time in courts observing trials unless they are parties to a case and thus are wholly unaware of the rulings, the contents of the rulings, the rationale, ratio decidendi and how those rulings compare to previous rulings. Moreover, ordinary members of the public are also generally unaware of the court hierarchal structure and will not know whether or not a ruling by one court is binding on another court or whether or not a ruling in one court is invalid because it failed to follow a ruling by a higher court. In this regard, transparency only benefits experts and members of the public must pay for expert advice and knowledge. Complicating matters, the cost of this advice is far from transparent since it varies from one lawyer to another and changes according to the special circumstances and facts of a particular case. It is against this background that this research study applies game the ory’s coordination model and Nash equilibrium model which theoretically at least, helps to shed light on the factors that influence actors in making the decision to litigate. ... a cost-benefit analysis of the â€Å"legislative and the judicial process of lawmaking.†1 Informed by game theory, this paper uses the model created by Mattiacci and Deffains in analysing the incentives created by transparency in the cost of justice. The results of a survey conducted in Europe involving 1080 respondents are used to confirm the author’s contention that potential litigants are concerned with outcomes and the cost of litigation. In other words, transparency in the cost of justice can result in more litigation if the costs of justice in terms of legal fees and related expenses are low but can result in less litigation if the costs of justice are high or disproportionate to the award contemplated by the dispute. It is therefore concluded that transparency and its twin partner certainty/uncertainty informs the potential litigant’s decision, but only via attorneys who can understand the information generated by precedents and this information is availab le at uncertain costs. Based on information relative to outcome, the law, strategies/intentions of other actors, and the socio-economic cost involved in obtaining relevant information and the desired outcome, potential litigants will decide on one of three things: accept the consequences of the legal dispute and do nothing; settle the matter privately; or rely on formal adjudication to resolve the dispute. Table of contents Abstract 2 Introduction 3 Dari-Mattiacci and Deffains’ Model 9 Research Questions 16 Aims and Objectives 17 Statement of the Problem 17 Significance of the Study 18 Research Methodology 19 Organization of the Study 20 A Review of the Literature 21 Transparency 21 Game Theory 30 Transparency and the Incentive to Litigate or not to Litigate 41 Findings and Conclusion 55 Bibliography 64

Study of Banking Crises and Failures Dissertation

Study of Banking Crises and Failures - Dissertation Example The number of studies and research papers probing causes and types of bank failures is substantial. These research efforts have presented wide ranging evidence of bank failures from across various continents and cover the period as early as the Great Depression period of 1930s to as recent as couple of years back just prior to release of final Basle II framework in June 2004.Great Depression was a period of a downside economic shock and affected the larger economies in a major manner. While general economic outlook was highly pessimistic in these years it often precipitated in economy wide panics running through money and capital markets. Several research papers have studied the effect of the panics on the banking system and focused on enumerating the timing and geography of bank failures during panics (Wicker,1996).While some other research efforts have attempted to explain if panics were one time abnormal periods that resulted in the failure of even solvent banks by comparing banks that failed in panic periods to banks that failed outside such periods and finally tracing the survival of some such banks.The former paper arrives at the conclusion that banks failing during panic periods were weaker than banks that survived and not quite similar in financial characteristics to banks that failed during non-panic periods. Literature has identified four major panics were identified in the Great Depression period (1930-1933). Friedman and Schwartz attribute the 1930 panic to a contagion of fear"

Argument Essay Does Religion cause wars Example | Topics and Well Written Essays - 750 words

Argument Does Religion cause wars - Essay Example Religion makes significant contributions to the causes of some wars in the modern era. Witness the disputes around Jerusalem, Israels illegal occupation of Palestine and its status as a religious state, a rogue state and an aggressor state. Also, Huntingtons clash of civilizations theory places religion at the core of his warring civilizations. Jerusalem was the objective of the First Crusade, almost one millennium later it remains a focal point of religious warfare. For Jews, Jerusalem is where the Messiah will appear and the site of the original Temple of Solomon. It is also a significant site to Muslims: â€Å"Jerusalem has had a very important spiritual meaning for Muslims, not only being the first Qibla but also the mystical experience of the prophets ascendance to heaven.† (â€Å"Jerusalem in Islam†) For Christians it is where the Messiah was crucified, buried and rose again from the dead. The importance to Christianity is so great that there have been disputes within Christianity (intra-religious fighting) as to who has the privilege and responsibility of maintaining the Christian holy sites in the city. In 2008 the BBC reported, â€Å"Fighting erupted between Greek Orthodox and Armenian monks at the Church of the Holy Sepulchre, the traditional site of Christs crucifixion.† (â€Å"Monks brawl at religious shrine†, 2008) Violence in and around Jerusalem, and attempts by various religions to claim Jerusalem as theirs, can be attributed to religion. In a broader sense the state of Israel and the warfare that has characterized its sixty years of existence are also attributable to religious roots. Israelis often insist that their differences with their neighboring states is not religious. They insist the friction is between a democratic state (Israel) and non-democratic states (Syria, Jordan and Egypt). However, it is clearly a religious issue that transcends Jerusalem. In December 2010 CNN reported â€Å"In August, Rabbi Ovadia Yosef, the spiritual

Carer Term Definition Essay Example for Free

Carer Term Definition Essay By firstly understanding what the term carer means I can look at the challenges both care givers, and care receivers face. According to a government website a â€Å"carer is someone who looks after a friend, relative, or neighbour who needs support because of their sickness, age or disability.† A 2001 census report noted that â€Å"6 million people said that they provide unpaid care to a family member.† This is 12% of the adult population in the United Kingdom. This is a great amount of families providing and receiving care. For a family carer to claim financial help as a carer, the carer must be caring for someone for at least 35 hours a week, be over 16 and not a student. They must also be caring for someone formally recognised as â€Å"disabled† or someone over the age of 65. the carer must also not earn more than  £95 a week. These are the guidelines for application from a government website. Many carers may not no this and may be suffering financially from providing care within families. I will answer the essay title by looking at giving care and receiving care and the challenges both person face. I will also introduce you to the story of Ann, Angus and their family. There are many challenges in been a carer of a family member. But firstly a advantage of been a recognised carer is you can claim to qualify for a carers allowance of  £45.70 per week, also from a government website. The carers equal oppourtunities act 2004, â€Å"it gives carers the right to a assessment of their needs, with regards not just to their caring role but also to their needs for leisure, training and work.† This benefits the care giver in social terms and educationally. There are many difficulties in being a carer. It is demanding and hard work. Both physically and emotionally.

Managing Food Allergies and Intolerances in the Hospitality Sector Essay Example for Free

Managing Food Allergies and Intolerances in the Hospitality Sector Essay A food allergy is the response of the body to a food or protein the body perceives as injurious and therefore produces antibodies (Eigenmann, 2009). Highly popular are allergies towards nuts, eggs or seafood. The symptoms can vary from swelling of the throat or mouth, skin reactions, noxious feeling, breathing difficulties or even collapse (Busky, 2012). Intolerance on the other hand is the reaction when the body is not able to deal or digest a kind of food because the body misses or cannot produce certain enzymes. Most commonly known are lactose and gluten intolerances which are coeliac disorders. Triggering a malabsorption of several nutritional ingredients the sufferer has to deal with indigestion, mild abdominal (stomach) pain, bloating, occasional changes in bowel habit, such as episodes of mild diarrhoea or constipation, loss of appetite, weight loss or even vomiting (National Health Services). All these symptoms give high restrictions during daily life and require careful attention. Further the term of anaphylaxis appears quite often in the context of food allergy. Anaphylaxis describes an extreme form of imunsystem reaction to a chemical contact with of a substance of the sufferer within the environment. It impinges on the whole body and can in worst cases lead to an anaphylactic shock which often causes death (National Health Services). The British Allergy Foundation stated that in 2012 up to 21 million people in the UK are affected by food allergies and that almost 10 million of them are suffering from more than one allergy. They further estimated that by the year 2015 almost 50 per cent of the Europeans will suffer from an allergy. These facts are already allowing an insight into the importance of the topic in the hospitality industry and its uprising as a contemporary issue of increasing significance. In the following section some general information and research and three food allergy organizations will be presented more in detail. The topic will be presented with a detailed view on the approach in restaurants. The key findings will be evaluated and summarized in the conclusion. Discussion General Information Allergens in food are not always labelled and indicated on product or menu items. Further as per the findings of Pratten and Towers (2003) there is high education and training for hospitality workers in terms of food hygiene and preparation but with no deeper focus on handling food allergies. Eating out therefore becomes a difficult challenge especially for families. Especially, after reviewing a study of Cathy A. Enz on behalf of the Cornell Hospitality Quarterly in 2004. Her findings show that for restaurant managers and owners the level of concerns regarding food allergies lays only with 3,3 % (out of 100%) and is ranked on the sixed position out of eight criteria (see appendix, exhibit 1). As per Allergykids. com four in ten UK school children have an allergic condition. Hence the parents have to control and watch after their children much more to ensure their well-being. The founder and CEO of Allergyeats. com, Paul Antico states â€Å"First and foremost, I’m a dad of kids who have food allergies. I understand the concerns of parents and know what it’s like to be constantly on guard. † Adding to this statement, seven out of ten sufferers say their allergy has an adverse effect on their lives (Allergykids. com, 2012). This is clearly showing the impact on the hospitality and the need for adaption in the service offer. Within the issue of Food Allergies there have been several approaches to ease and make the topic more valid and accessible on the consumer as well as on the service providers ‘point of view. The Food Allergen Labeling and Consumer Protection Act One step was the Food Allergen Labeling and Consumer Protection Act of the second of August of 2004 which came into effect on the first of August 2006. It obliges manufacturers to label and indicate common allergens like nuts or milk on their product on a clear and comprehensible way (Food and Drug Administration, 2004). Whereas it is questionable if the consumer can be assured by this with correct labeling. The Food and Drug Administration is randomly inspecting different food packaging for the allergen label but it is shady if some products might just slip through and give wrong indications for the consumer. Nevertheless nowadays there is a wide range of products (for example in a supermarket with an average of 50,000 products (Google Answeres)) and most of them are food items. Therefore the control of all packaging becomes a heavy challenge. However the first step is the mplementation of such a law. Regarding the fact that the Act is in effect since 2006 it can be estimated that products have been relabeled over the years and especially new products introduced the allergen label by entering the market. The Gluten Free and Allergy Free Passport The Gluten Free and Allergy Free Passport organization are â€Å"Educating the World about Food Travel since 2005† (GFPassport, 2012). The below graph is showing their approach to necessary communication between restaurant and allergy sufferer: Fig. 1 Gluten Allergy Free Passport, 2012 On both sides, on the guest perspective and the restaurant perspective there should be previous education. The Guest, in this case the allergy sufferer needs to assess his comfort level by for example talking to the wait staff. After identifying the eating options the guest conducts the pre planning and starts the interaction with the restaurant. Communication the guest? s needs and specifications are crucial and the first step in the interaction. Ordering the meal and receiving it, the guest should provide feedback about his experience. At the same time not only the guest has to be cautious, the wait staff and the cooks have to understand the guest needs and facilitate the specification ordered by fully ensuring safety for the guest. After the meal is delivered the staff should follow-up not only for the well-being of the guest but also to apply critical feedback. The Chef? s Card To ease this communication between the customer and the restaurant some organisation like the Allergy Free Table LLC company introduced a useful tool. The company is trying to educate and provide information in that area. But not only the provision of important information about allergies and intolerances, facts and figures, problems and risks is their aim but they also giving solutions to make daily life for allergy sufferers easier. One of their approaches is the Chef? s card. It is similar to a business card indicating the allergy of the consumer, the degree of the allergy and the actions to be taken in case of an allergic reaction. Example of Layout of Chef? s Card: Fig. 2: Allergy Chef? s Card (Allergy Free Table, LLC, 2012) The Allergy Free Table LLC.  Co provides sample cards and individual adjusted templates which are provided for free download and print out on their website. This approach is widely spread and having a look through the World Wide Web a lot of positive comments regarding this idea can be found. On the forum for Food Allergy Support, members are commenting â€Å"We go out eat a lot and we use the Chef? s Card [†¦]†, â€Å"[†¦] the cards are useful [†¦]† or â€Å"[†¦] Im all for chef cards! [†¦]†. Further there can be services found other online services as SelectWisely. com which is providing Chef? Card with the focus on people travelling and therefore translating them in the respective language. From the customer and the restaurants perspective the Chef? s Card is an effective approach to this serious issue. The customer receives the feeling to be taken more serious with the special demand. Further for example the wait staff have something to hold in the hands, which can be handed over to the kitchen staff and results in more security as the level of miscommunications is narrowed. Particularly while travelling the Chef? Card is relieving the customer from feeling stressed eating out as well the restaurant obtains a clear guideline to handle the guest conveniently and most important safely. To sum up the approach of the Chef? s Card is an innovative approach which eases the concern of food allergy issues in restaurant for both parties. The Food Allergy and Anaphylaxis Network Despite many online communities (e. g. the Allergy Free Table LLC. Co) are providing information the most popular one might be the Food Allergy and Anaphylaxis Network. The Food Allergy and Anaphylaxis Network (FAAN) are calling themselves the â€Å"most trusted source of information† and can record over 22,000 memberships in the year 2012 (FAAN, 2012). The network is funded by the annual membership fees, donations and charity events like the yearly FAAN Walk for Food Allergy. They are committed to increase the awareness of the impact and implications of Food Allergies, the provision of education for young and old, advocate further research into the topic. The FAAN offers programs like the â€Å"[emailprotected]† program which is a package including nformation material as well as implementation and management strategies for schools (FAAN, 2012). Moreover they understood that â€Å"Eating away from home can pose a significant risk to people affected by food allergy. Research suggests that close to half of fatal food allergy reactions are triggered by food served by a restaurant or other food service establishment† (FAAN, 2012). So they are approaching restaurateurs directly and are calling up on more training for hospitality staff: â€Å"Education, cooperation, and teamwork are the keys to safely serving a guest who has food allergies. All food service staff – including restaurant managers, servers, and kitchen staff – must become familiar with the issues surrounding food allergies and the proper way to answer guests’ questions. Further, they must know what to do if an allergic reaction occurs. † The network emphasises on cooperation between the restaurants and customers to ease the barriers and to diminish the risks for allergy sufferers while eating out. The handbook for training of hospitality staff is only one of the collections of information which is provided for free on the FAAN? s homepage. Reviewing the amount of information which is available especially online restaurateurs should no longer hesitate to implement the handling of food allergies as an inherent part of their standards and policies. Much information is available for free and some managerial strategies and ,of course training sessions, will cost some money. Nevertheless this undertaking is not too difficult as food safety and hygiene procedures are already applied in gastronomic enterprises. As shown above the need for an extension to allergy concerns from the customers? side is omnipresent. Although that the adaption of this issue will cost time and money in return target markets and customer acquisition will be promoted. The Trend of Labelling Menu Items Food labelling is only mandatory for products coming from the manufacturer, so those which are e. g. bought in supermarkets and grocery shops. This labelling format has been improved by the Codex Alimentarius by the Commission of the Food and Agriculture Organization of the United Nations and the World Health Organization in 2003 also adapted by the European Parliament and one year later in the USA. It regulated that foods triggering ensitive reactions have to be labelled. Current discussions about having restaurants to label their menu items are on-going but â€Å"[†¦] the restaurant industry argued that mandatory labeling would be a significant burden on most restaurants, the majority of which are small businesses that do not have the technical ability and/or knowledge to provide and publish such data† (Pizam, 2011). Restaurants mostly object menu labeling. Small businesses only produce in small amounts and menu items change frequently which would imply additional financial expenditures on the menu design. Further restaurants are arguing that the demand for labeled menus is not high enough. Attempts with calorie and fat indications mostly failed in past years. The demand for low calorie and low fat items in comparison to the conventional products was not high enough (Din, Zahari, Otham, Abas, 2012). It is questionable if this failure of menu indications is significant in the debate about labeling menus for allergy sufferers (Pizam, 2011). The quoted arguments are comprehensible but the extreme defensive attitude should be dropped. The request for menu labeling must not be a generalized demand but a compromise could be formed. Restaurants could have some additional menus indicating a detailed description of the menu ingredients. Other than that the restaurant might be able to guarantee that the cook on shift knows all its products and ingredients. This could be done by narrowing the amount of suppliers, brands and by maintaining the supplier for basic products. Maintaining loyal to a supplier as a plus would reduce purchase costs as restaurants receive better prices with long-term contracts. Conclusion Concluding from the findings the issue of food allergies in restaurants will be of increasing concern in the following years. Therefore there is every indication to find common approaches and standards to build up a convenient interrelation between customers and restaurants. The customer, most of all, needs to develop the trust to the restaurateur of being served in a serious and safe manner. The presented concept of the Chef? s Card is a recommendable and effective way to ease the communication for the special requirements of an allergy sufferer. Further the restaurant can handle the conveyed responsibility with more secureness and assurance. As the research has shown labelling the menu to needs of allergy sufferers is still in heavy discussion. Nevertheless a common standard should be introduced in order for the restaurant to clearly follow any special requests. To conclude in the future an overall standard is required in restaurants. Procedures should be extended and the implementation of allergy handling should be a standard for all gastronomy venues. The load of information is immense and the accessibility is there. Hence restaurants have little excuse too not implement some new strategies in their procedures. Although staff turnover is very high in the hospitality sector which is complicating the demand for additional training, hygiene and food safety instructions are mandatory for all hospitality staff. So why not extend and cover the issue of food allergies at the same time. Consequently restaurants could be labelled as being trained in allergy concerns and customers can easily choose to eat out.

Leading Innovation And Change

Leading Innovation And Change New technologies, opportunities and threats force organizations to acquire adaptive capacities in order to remain relevant, competitive and survive in an increasingly complex business environment. Organizations and individuals have to embrace change initiative programmes in order to ensure organisational long-term success. In this paper, we look at the main theories of innovation and change, whilst maintaining a general view on how an organization goes about its change management decisions. We will describe one successful, one less successful change initiative and the impact of these two on the organizational culture. We also come to the conclusion that for a successful implementation of change, a company must be more transparent and listen to every employees opinions. Then, an integrated approach to the authors personal performance as a leader and what is still lagging to acquire the skills necessary to change development will be covered. Introduction Change, innovation, and even creativity are not new concepts in the framework of organizational development. The past few decades have witnessed the development of several theoretical models aiming to improve the way organizations function. Change demands both creativity and innovation. Wickoff describes creativity as the act of connecting the new into the existing and making connections that no one else has made (Wycoff, 1991). According to Pearce (Pearce, 1974), individual culture exerts a negative influence on creativity, however, were it not for creativity, culture itself would not be created. Innovation means successfully drawing on new ideas. All innovation begins with creative ideas. Thus, creativity is the starting point for innovation. Changes in innovation are necessary for the successful exploitation of new ideas. In an organizational setting, creativity is the generation of an idea, and innovation as the implementation of these creative ideas, known as creative output. (Woodman, 2008). Amabile implies that creativity requires individuals with creative characteristics, while a group of people are primarily responsible for implementing these creative ideas, so they can result in innovation (Amabile, 1983). At the core of organizational success, an employee is likely to be creative when they expect that their creativeness will lead to personal consequences that are more rewarding. (Ford, 1990) There are individual differences that may trigger employees creativity. Many theories revolve around the fact that individual creativity is a function of personality factors, creativity-relevant skills, specialized knowledge and genuine motivation. Overall, the success of an organization depends on the capacity of its staff to communicate and share knowledge (Bryans, 2001), and it is observed that the importance of specialized knowledge in an organization has been steadily increasing (Ingram, 2000) Hughes states that managing change is one of the major challenges that face not only the organizations, but also the individuals creativities that should accompany the organizations in their processes of change (Hughes 2006). Organizational change is related to organizational strategy, which will guide organizational direction and activities (Thornhill 2000). As individual change is pivotal part of organization change, change management need to be adopted at individual level in order to initiate the change and consequently obtain successful organization change (Hughes 2006). Beer and Noria explain that due to, heightened competition, globalisation, advancements in communications and information technologies, inter-alia, change initiatives have interested the majority of leading organisations. Organizational change initiatives can maximize shareholder value (i.e. economic value theory) and develop organizational capabilities (i.e. organizational capability theory) (Beer, 2000). Throughout this paper, we explore the theories behind innovation and change, evaluating one successful and one less successful innovation/change initiative related to the relevant theories. It also offers a reflection on the authors own performance as a leader of innovation and change, including the development of an action plan for further practicing the relevant skills leading innovation and change. Theories of Innovation Mulgan and Albury (Mulgan, 2003) define innovation as the creation and implementation of new processes, products, services and methods of delivery which result in significant improvements in outcomes efficiency, effectiveness or quality. They further elaborate this concept by linking the idea of creation to a source of value both for the individual consumer and companies. According to Joseph Schumpeter (Schumpeter 1934), innovation is different from invention insofar as the latter covers only aspects related to technical progress while innovation relies on acceptance and marketing. In addition he highlights the importance of innovation for growth and economic development. For example, a technical discovery without a valid product or a service cannot be regarded as an innovation. Van de Ven (Van De Ven 1986) adopts a broader definition of innovation by setting it as the development and implementation of new ideas by individuals who, over time, engage with others in a defined institutional context. Through these different definitions with the common denominator in the individual, innovation could be summarized as a creation, whose application would generate business opportunities meeting existing needs or addressing new needs. Through Schumpeter (Schumpeter 1934), we discover the five major types of innovations: (i) the introduction of a new product; (ii) the introduction of a new method of production, (iii) the opening of new markets; (iv) the conquest of a new source of supply of raw materials; (v) the conception of new organizations. Different from Schumpeters theory, Tidd and Bessant (Bessant, 2009) summarized four dimensions of change, which they define as the 4Ps of innovation: Product innovation changes in things (products/services) which an organization provides; (ii) Process innovation Changes in the ways these things (products/services) are created and delivered; (iii) Position innovation Changes in the context in which the products/services are introduced; (iv) Paradigm innovation Changes in the underlying mental models which frame what the organization does. At the root of innovation is creativity, which is a process and a skill that can be developed and managed throughout the organization. A process is needed together with a culture that will help maximize creative assets. This is innovation capability that triggers organizational health. Tidd (Bessant, 2009) states that the implementing phases of innovation carry a high degree of risky as companies need to invest substantial resources and the uncertainty can significantly influence the implementation process. A great deal of research has been conducted to try to identify what factors affect the rate and extent of adoption of innovation by the markets. A number of characteristics of innovation have been found to affect diffusion (Rogers 2003): Relative advantage, (ii) Compatibility, (iii) Complexity, (iv) Trialability, (v) Observability In a dynamic environment, success comes from looking for the next opportunity and having the ability to finding insights into new products or services. Innovations may also be classified by their degree of intensity. When an innovation brings an improvement to the processes, it is described as incremental innovation. Christensen (Christensen 1997) states that incremental innovation does not change the nature of the product or service but allows the company to strengthen its offer without upsetting its value chains. Conversely, when an innovation is accompanied by a major technological breakthrough that improves the product or service, it is called disruptive innovation (Christensen 1997). Another dimension of innovation may be classified by its degree of novelty. Innovation is not only a matter of major advances or radical innovations but also includes small-scale changes or incremental innovations (Tidd, 2006). Innovation was considered largely as the creation and development of new ideas. However, generating new ideas is just one step of an innovation. Thus, as Tidd states, innovation is a process, not a single event, and needs to be managed as such. The influences on the process can be manipulated to affect the outcome that is, it can be managed à ¢Ã¢â€š ¬Ã‚ ¦ One notable model describing the innovation process is the innovation pentathlon framework (Goffin, 2005). A more generic innovation process model by Tidd and Bessant (Bessant, 2009) divides the innovation process into four phases: (i) Generating new ideas how can we find opportunities for innovation? (ii) Selecting the good ones what to do and why? (iii) Implementing them how to make it happen? (iv) Capture how to get benefits from it? In his research, Shapiro argues that perpetual and pervasive innovation is the key to long -term sustainable success in the continuous search for new consumers. (Shapiro, 2002) To survive competition, organizations must rapidly and repeatedly re-invent themselves often through its best resource, the employees. The road map to reinvention starts by applying the seven Rs. 1. Rethink your underlying assumptions. 2. Reconfigure how you carry out work. 3. Resequence when work takes place 4. Relocate where work is done to cut down on handoffs and delays. 5. Reduce the frequency of carrying our specific activities. 6. Reassign who does the work by asking if anyone else could achieve the same result more effectively and efficiently. 7. Retool the technology that supports getting the work done. Could new software and automated equipment transform our ways of working? Tidd (Tidd 2006) recognizes that shocks trigger innovations and changes occur when a threshold is reached (be it opportunity or threat). Similarly, Schumpeter (Schumpeter 1934) identifies the resistance to change when the resistance manifests itself in the groups threatened by the innovation, then in the difficulty finding the necessary cooperation, finally in the difficulty in winning over consumer. Change and change models An analysis of some of the works of authors considered masters of leadership explains this (Porter 1980) (Drucker 1999). The reasons for change resistance are essentially within the individuals of the organization and the environment in which they operate. Some changes occur because of the opportunities that arise, while others are planned as in mergers/acquisitions. The onus is then placed on effective change management, which allows people to reorient the organization, achieve its goals, maximize their performance and ensure the continuous improvement in an ever-changing business environment. Change occurs efficiently only if there is a complete commitment from within the organization. Change happens through people therefore, as part of the process of change it is necessary to know and stimulate their values, their beliefs, their behaviors and their emotions. Kim argues that organizations learn via their individual members (Kim 1993). Therefore, understanding individual learning theories are important for understanding organizational learning. There are different areas of change within an organization. Balogun and Hailey describe four types of changes: adaptation, reconstruction, evolution and revolution (Hailey, 2004). Scope of Change Nature of change Realignment Transformation Incremental Adaptation Evolution Big Bang Reconstruction Revolution Senior and Fleming see change as either soft change (group work change agent as catalyst, more complex) or hard change (clear objectives, achievable, less complex) (Fleming, 2006) Planned change takes conscious and attentive effort on the part of the organization. Kanter originated the concept of the change master: a person or organization skilled at the art of anticipating the need for and of leading productive change (Kanter, 1983) . Changes will not occur unless the necessity for change is significant. Employees and organizations usually resist change unless they have to. Before embarking on an organizational change initiative, a clear strategy must be planned in order to anticipate potential problems. One often criticized model for change is Lewins model of change, which consists of unfreezing, transforming, and freezing. Unfreezing refers to conditioning individuals readiness for change, and establishing ownership. It revolves around increased awareness by stakeholders of the existence of a dissonance between the organization and its environment. It fosters a desire for transformation that is then spread in the organization. This is a period of self questioning where reflections abound on the driving forces and changing patterns of perception. This stage is characterized by instability, loss of landmark and a degree of uncertainty resulting in the sense of the need to change (Lewin, 1951). During the transformation, momentum builds when stakeholders introduce change and plan its implementation and transformation with the commitment of individuals to accept the change initiatives. In the final phase, refreezing, individuals recognize the change and reestablish the equilibrium, both personally and within the organization. This last step in the process of change is the institutionalization of new practices. It is therefore the consolidation, convergence and adoption of new behaviors. In addition, during this phase, the organization assists the rooting of new standards and the emergence of a new culture. Refreezing thus prevents individuals to return to the previous step, and wide acceptance leads to progress. (Gilley 2005). Lewins Force field analysis (Lewin 1951) further considers that an issue is held in balance by the interaction of two opposing sets of forces the positive and the negative in terms of those forces driving change and those forces restraining change. Lewin considers a number of positive forces that support this state together with a set of restrictive forces that oppose and counterbalance it. In essence, this resistance allows Lewin to conceive patterns of continuity and discontinuity within relatively stationary structures in group behavior. In this respect, behavioral change is not conceived of as naturally emergent, but rather as a planned process requiring the intervention of a change agent . Lewins model has several limitations in that it fails to address the human side of change and doesnt address the emotional state of people during the change process and relies on the change agent to act as a cohesive between states of stability while helping to diffuse resistance. Not every employee or stakeholder will agree on the new vision or let alone implement it. Another risky limitation is preventing organizations to move back to former phases where updating may be required. This can send wrong signals to employees, especially when the realization of moving too fast or too early into a new stage, triggering significant changes in the internal environment. Very similar to Lewins model, Kotters (Kotter 1996) eight steps of change is another linear model for change. Its eight steps are: establishing a sense of urgency, forming a powerful guiding coalition, creating and communicating a vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, and finally institutionalizing new approaches. However, knowing the required change is the critical question to ask. Those changes with wide-reaching impacts requiring significant unlearning by an individual are the ones that will generate the more resistance to change. In the following table, we combine the foundations of the two models. Kotters eight phases can essentially be reduced to three stages, similar to Lewins model. This allows us to consider an integrative model to the two different approaches. Lewins model Kotters model Phase 1 Awareness of the need to change Challenge the status quo Lack of stability created Create a sense of urgency Crete a guiding coalition Elaborate a vision for change Phase 2 Moving towards change Discussion and reflections on the inefficient existing practices Communicate the vision Empower the change agents Create short terms gains Phase 3 Institutionalize new practices Consolidate new behaviors Solidify new norms Consolidate longer-term gains Solidify new approaches into culture Similar to Lewins model, Kotters fails to address the human side of change, assuming everyone will agree, and doesnt address the emotional state of people during the change process. In practice, during the different phases, greater attention is granted to managing the change process rather than the individuals affected by the change process. Employees lack the recognition that they are treated as competent and important elements of the organization. Their worth has to be recognized respected. To avert this during the change process, the organization can, inter-alia, instill a sense of belonging, enhance management-employee relations, improve the supervisory quality and decision making process, disseminate information and foster feedback and provide access to training. Researchers estimate that 70% of change initiatives fail. (Noria). Kotters model risks failure if the sense of urgency is not created, if a strong enough coalition is not formed, with blurred vision, not allowing adjustments or the elimination of harmful practices in the change process, failing to obtain success in the short term, or quickly calling victory and not anchoring the changes in culture of the organization. Lewin (management.net 2012) describes four essential steps to managing change: Define the change you want to see by creating a diagram or table of the future desired state. Brainstorm and analyze the restraining forces those that oppose change. Evaluate the driving and restraining forces and focus on the impact of each on the change initiative. Impose a strategy that analyses the driving and restraining forces. The result should be an action plan that will achieve the greatest impact. Egan (Egan, 1988), clearly influenced by Lewins, proposes a simple model for change in three steps: Assessing the current scenario Creating a preferred scenario Designing a plan from the current into the preferred scenario. Support and momentum must be gathered for effective change, always considering the human factor in order to prevent failure. During the change planning, it is imperative to bring on-board different profiles to achieve effective change. Senior and Fleming (Fleming, 2006) argue that for effective change, an organizational leader must engage and drive the initiative forward in the organization. The importance of stakeholder, in determining the driving and restraining forces, is important throughout the process Two radically different models of change are Beer and Norias theory E and Os (Beer 2000). Theory E focuses on creating value to the shareholder, and uses structures and systems to achieve change. This approach often resorts consulting firms and economic incentives as a way to entice the organizational changes at the lower level. Opposite is theory Os goal to change a companys ways from the bottom to the top, that is from the front line employees to the CEO. Management, employees, culture and behavior are addressed through the involvement of all the employees through a transparent communication scheme. Organizations abiding by theory O create systems which make employees emotionally committed to increasing their performance within the organization. Under theory O, employees are requested to become involved in identifying and solving work-related problems whereas managers believe that creating value is the essence of this approach. As there is no one right approach, the limitation of Beer and Norias model is that they cannot be implemented as stand-alone given the economic and human risks associated. Simultaneous implementation of both theories, know as tension between E and O, together with hard and soft change approaches, extremely delicate, will provide a sustainable advantage to organizations embracing it. The principles of creativity and innovation must be formulated and discussed across the spectrum between executives, middle managers and employees. A participatory approach early on the process can lead to failures in the change initiative. Change agents and executives of the organization should be alert on providing innovative frameworks for successful change. Whether planned or unplanned, the onus should be placed on having a clear understanding of the specific situation, its complexity and the selection of an appropriate change strategy and communication plan. Change initiatives need to be designed wit h all stakeholders in perspective; only successful change is operated from a stakeholder perspective. (Holbeche, 2006) A simple stakeholder analysis, adapted from Cleland (Ireland, 2004) can sustain an effective communication plan. Leadership and Leading change The most common definition of leadership refers to the ability to get others to do what you want. According to Bolman and Deal (Bolman 1997), the word leader was introduced more than a thousand years ago. It derives from the Anglo-Saxon laedare, which has undergone a few changes. In old English it meant conducting travelers on the road. Bolman and Deal (Bolman 1997) refine the term leader into those individuals that are helpful, make us feel secure and alleviate fears; those that see possibilities and discover hidden resources. Power is key to leadership. Robbins and Coulter differentiate between a manager and a leader, in that managers are chosen by the board or by shareholders of the company based on academic and work experience while leaders emerges from a group, and are able to influence employees performances (Robbins 1996). Koontz (Koontz 1995) states that leadership as an art that influences people to work voluntarily and enthusiastically to achieve collective goals (Kotter 1996, 490) In this sense, the leader faces the challenge of developing skills that drive change and guiding direction and vision. However, before being able to exercise effective leadership, individuals must continually seek self-learning and self-advancement. That is why, as a fundamental aspect, the leader of any group or organization must be committed to the challenge of increasing the value or the importance of his own organization. This self-improvement is fundamental part of any organizations culture. Robbins and Coulter mention qualities that characterize the leader such as: intelligence, charisma, decision, enthusiasm, strength, value, integrity and confidence in it (Robbins 1996, 573). Another common view is that leaders provide organizations and individuals with a clear vision capable of generating a compelling image of the future. In this regard, Kotters works (Kotter 1996) have been oriented to establish a clear difference between management and leadership: Management is a set of processes whereby complicated systems of individuals and technology run smoothly. The most important aspects of management are planning, budgeting, organizing, human resources and problem solving. On the other hand, leadership is a set of processes that prioritize organizations and adapt them to significantly changing circumstances. The leadership defines the future by aligning people with a vision and inspires them to make it reality despite the obstacles. This assessment refers to the ability of these individuals to assist a group of people in circumstances of uncertainty through a practical, achievable vision within a certain period and whose development is both an exercise of the intellect and heart. The vision is an image of the future, with an increasingly favorable individual and collective change with respect to the present. Organization leadership should work through the change agents to gain momentum and support the change initiative. The leaders function is critical to implementing the desired change. They do not necessarily need to be directly involved. Buchanan (2003) argues that change leaders should perceive the need for change and advocate the change. However, acting alone will not be successful and functioning though a change agent, with the responsibility to implement change is a more sustainable strategy. All stakeholders should be part of the change effort and it is important to consider each stakeholder in planning strategies in order to gain support for the change effort. Leaders must advocate the change in a way that makes it appealing and less threatening to the stakeholders. Somewhat dissonant to Lewins theory, Kanter states that it is easier to implement change when it is: conducted on a small scale, can be reversible if unsuccessful and in line with the organizations current direction. (Kanter R. , 1983) Leaders must think in the longer term and look beyond the unit of work of the department towards a greater scope. Their intuition of the environment is used to exhort influence. (Higgs) They possess vision, and have the political skills to deal with the challenging and resisting changing environments and groups of followers (Bolman 1997). Senior and Fleming (Fleming, 2006) assert that another important trait in change management leadership is the will to take risks. Leaders not only must assert their creative and emotional intelligence, but they must motivate for how change is accomplished (Fleming, 2006, p. 348) Transformational leaders, willing to take risks, exerting consistent behavior with high levels of ethics and integrity are able to inspire and motivate employees by demonstrating a shared commitment to the new goals and vision of the organization. (Riggio, 2006). Successful change Robert Heller states that good change management teams are those that know what to change, have the competence to accomplish change and above all carry it out. It helps to operate change under a cultural banner. One theory that groups thinking from Lewin, Kotter and Beer and Norias models is Bolman and Deals four frames, which require creative thinking beyond the described linear model of change. We look at the experience in creating organizational learning and change relates to Bolmans and Deals (Bolman 1997) four frames of organizational structure. The case of a large United Nations (herein referred to as UN) organization will be presented. It is an interesting example of a UN organization operating in changing environments with offices in over 70 countries and a diverse multicultural cadre of staff. Unpredictability is embedded its organizational culture and resilience to change gives it a comparative advantage over other UN organizations. Staffs in the field, away from headquarters, are expected to be mobile and work in the most challenging circumstances and deliver results. The importance of a field presence close to the beneficiaries served is of vital importance. The UN organization strives to increase its expertise in finding and providing efficient and effective solutions to hunger and malnutrition. In retrospective, a stakeholder analysis identified the following stakeholders in the change process: Importance of stakeholder >>> Influence of stakeholder >>> Little or no importance Some importance Significant importance Significant influence C A Somewhat influential Little or no influence D B Group A: Executive management, Middle management, Board of directors Group B: Employees, Host government, staff unions, Project teams Group C: Donor countries, Staff counselors Media and journalists Group D: Staff families, Beneficiaries, Local communities Structural frame: The structural frame emphasizes goals, specialized role, and formal relationships, commonly depicted by organizational charts (Bolman 1997, 13) It highlights the structural aspects of organizations and assumes the following: organizations exist to achieve goals and objectives; things work best when rationality prevails over human needs; it is most effective and efficient to assign roles using specialization and division of labor; effective coordination and control is needed for individuals to work together to meet the organizations goals; problems are a result of poor structure (Bolman 1997) Given the current state of global economic, social and political affairs , combined with the organizations thirst to remain relevant, it is expected to do more with less and continue to be as innovative (and more creative in reaching results). This translated into a change on the approach starting with a rapid organizational assessment that was immediately undertaken to facilitate a process of reflection, review and analysis. The results of this assessment were reviewed by a team of change sponsors/advocates within the organization. A wide range of going-forward organizational design and operating recommendations were made to the executive director and developed into a framework for action calling for a strategy based on participation and action planning and guiding coalition. In order to be more efficient, boost creativity and innovation, it was determined that decisions had to be streamlined, eliminating redundant positions, and improving communication through a wide internal and external participation. The result was a process driven by function rather than focused on current personnel. Immediately, a new structure was designed harmonizing the executive functions, and eliminating redundant director jobs, and ultimately streamlining decision making closer to where the operations are. The result is an organization with one executive director, one deputy executive director and four assistant executive directors (effectively two functions of deputy executive director were eliminated). The assistant executive directors moved from supervising thrust areas in HQ to managing functional areas across the entire organization. Regional directors, responsible for managing vast operations areas, are given more powers to support the country directors without having to resort to HQs approval. Country directors empowered as the centre of gravity with increased decision making authority. Change advocates not only mobilized the energy to drive the process forward but also lead a process of innovation and change by inviting employees to participate in the change process (Beer, 2000). In turn this meant that all key managers position across the spectrum in HQ, regional offices and country offices had to face the reality that their jobs were evolving to meet the new longer-term goals. New skills were to be learned and a comprehensive program on capacity building was planned. A thorough review of job description woul